Westerly Public Schools
Westerly, Rhode Island 02891
Washington County, USA westerly.k12.ri.us
"To create an inspiring, challenging and supportive environment where students are encouraged and
assisted in reaching their highest potential.”
Fiscal Year July 2016- June 2017 Adopted
Westerly Public Schools is committed to presenting a comprehensive budget document to the community. The document includes information in various forms that provide clarity and transparency on the allocation of resources to meet District goals. The District was recognized by The Association of School Business Officials International (ASBOI) for participating in the Pathway to the Meritorious Budget Award Program for the budget year 2015-2016. The FY2017 budget represents an expansion of information from the 2015-2016 budget. The District is committed to the continued development of a budget that represents the criteria set forth by ASBOI.
Table of Contents
Introductory Section
Superintendent’s Letter …………………………………………………………………………………………...……1
Finance Director’s Summary ……………………………………………………………………………………….….3
Executive Summary ………………………………………………………………………………………………….……9
District Budget Overview ………………………………………………………………………………………….…13
Strategic Plan 2016-202 ………………………………………………………………………………………………...17
Consultants and Advisors ……………………………………………………………………………………………… 27
Administrative Biographical Information ……………………………………………………………………. …28
Budget Process…………………………………………………………………………………………………………...… 41
Proposed Capital Request …………………………………………………………………………………………… 45
Organizational Section
School Building Information …………………………………………………………………………………..………49
Administrative Contact Information ……………………………………………………………………….………50
District Narratives …………………………………………………………………………………………………………51
Building Narratives………………………………………………………………………………………………………. 61
Department Narratives…………………………………………………………………………………………………. 74
Financial Policy ……………………………………………………………………………………………………………. 78
Financial Section
Revenues ……………………………………………………………………………………………………………………89
Expenditures………………………………………………………………………………………………………………... 92
Fund Balance ………………………………………………………………………………………………………… ……105
Informational Section
Community …………………………………………………………………………………………………………………109
Report to the Community 2014 ……………………………………………………………………………………111
Population/Enrollment Forecasts 2016-17 to 2025-26…………………………………………………135
Census Data ……………………………………………………………………………………………………………...163
Appendices
Teacher Salary and Degree Information………………………………………………………………………..167
Performance Data ………………………………………………………………………………………………………. 169
Position Control ……………………………………………...…………………………………………………………171
Statistical Tables………………………………………………………………………………………………………….175
Glossary of Terms and Uniform Chart of Accounts ……………………………………………………....187
INTRODUCTORY SECTION
Superintendent’s Letter
February 1, 2016
Dear Community Members:
We approach the FY17 budget with a plan to reduce reliance on fund balance and to secure our staffing strategies to meet the needs of our students. The following Superintendent’s budget approved by the School Committee on January 14, 2016 is a request for a 1.5% increase in town aid.
Westerly Public Schools budget continues to run with a tight margin, leaving little room to respond to those unexpected and unplanned situations that arise every year. To prove the point, we finished last year’s budget with approximately .003% positive operational fund balance. One could argue that finishing with a 0.1% margin is highly efficient and backed by rigorous oversight but it remains a very tight margin.
The consolidated finance department continues to be proactive in our budget process and operations. For the second year in a row the budget audit has come in on time and without any findings, a major accomplishment! The budget design uses the Association of School Business Officials International (ASBOI) National Standards for School Budget and Government Finance Officers Association (GFOA) as development guides. The goal is to achieve the ASBOI and GFOA award for excellence in budget presentation. Core to the national standards is a budget that has clarity and detail that essentially will allow any person from anywhere to understand what we are doing and how we are paying for the work. We are not just redesigning the presentation of the budget; we have also fully implemented the Uniform Chart of Account expectations, the national standards, and our own aspirations for how the budget should work for us. Our budget has been recognized locally and recently nationally for its quality and transparency. We will continue to pursue this goal.
As we go through budget development this year please recall that we took several “acceptable risks” in the finalization of this year’s budget including level funding over 80% of our budget lines. The budget is full of items which involve “acceptable risk” that are as diverse as property and liability insurance deductibles and maximums, self-insured health fund, the amount projected for out of district tuitions, substitute costs, and snow removal budget. Our budget decisions include a net reduction of 3.0 FTE which includes the elimination of the Bradford Elementary School principal position and FTE at the secondary level while keeping our programming commitments in place.
Although we have reduced FTE in our recent budget efforts some have expressed the opinion that there should be more reduction. Our student population has gone down. However, increases in program demands, the ever more complex needs of students, and changing demographics of the community mean staffing does not run as a one to one relationship with student population decline. For example, a classroom of 25 students and one teacher could lose 20% of its population moving from 25 down to 20 students and still require all of the adult supports established in the class of 25. Additionally, there are increases in “non-teaching” positions in the district. This is driven by special education priorities, curriculum and instruction priorities, and are all student based. All staffing decisions are set in long term planning. In fact over the last five years we have changed over 240 positions out of our 580 full and part time employees by implementing various strategies that support our district priorities, save money, and expand the pool of expert educators.
As we look forward and consider major topics for our budget discussions, several items come to the forefront. The profound tragedy that occurred in Newtown, Connecticut continues to influence our planning and spending for the next budget cycle. The School Committee has supported a part time safety officer position that will continue through this budget process. We will continue to employ the “spend down” plan developed last year using the fund balance. Keeping a fund balance at an appropriate and agreed upon level helps the
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 1 Superintendent’s Letter town maintain a Double A bond rating. The mutual cooperation, between the town and the district, continues to help the community remain in a healthy financial status.
We must sustain our efforts to respond to the Basic Education Plan (BEP). Several major areas continue to define our future work: (1) elementary school redesign, (2) early childhood, (3) technology, (4) continued work on preventative maintenance and (5) full implementation of our new strategic plan. Elementary schools were part of the original Vision 2020 plan and now that the School Committee has chosen a plan of remodeling and additions to various buildings, the district will move forward with the task of finalizing the process. Along with an emphasis on elementary schools, we will also need to increase our focus on early childhood. As a Future Ready district our technology efforts will focus on several areas all at once. We have added millions of dollars in hardware to the district and these assets will have to be maintained. The improvements of each school over the last year will be continued.
The Town Manager has made a recommendation to create a “Gig City” by seeking fiber to residence options for improved technology performance across the entire town. In June 2013 the district made a fiber proposal for all schools so we enthusiastically support the manager’s plan. He may also seek to work with us to create a shared HVAC position that will support both the town and the school district. With the town, we are also examining our insurance arrangements closely and analyzing transportation options for the district and town as exemplified by the new RIPTA route established this fall.
As we continue the high level of cooperation between the Town of Westerly and Westerly Public Schools, the strong support of our greater community, and the ever improving performance of our district, we look forward to a positive, innovative and successful year ahead. While our budget process continues to be embedded in unpredictable and challenging financial times, under your leadership, it will lay a positive foundation for the district’s future. The budget supports continuing performance improvements we have seen over the last few years. We look forward to reviewing the budget document with you, the Board of Finance as well as the Town Council, and finally with the citizens of Westerly.
Once again, if you have any questions regarding our budget work, please do not hesitate to contact my office.
Sincerely,
Roy M. Seitsinger, Jr., Ph.D. Superintendent of Schools
Page 2 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Finance Director’s Summary
I am pleased to present the 2016-2017 Budget for Westerly Public Schools for the period of July 1, 2016 through June 30, 2017. This school committee adopted budget is presented in compliance with applicable Rhode Island statutes and regulations promulgated by the Rhode Island Department of Education. The intent of this balanced budget is to support our existing educational programs and maintain academic opportunities for Westerly students. In accordance with State of Rhode Island guidelines, the Westerly School Committee may amend or revise the adopted budget with respect to revenues and expenditures. Although this adopted budget allows for a modest increase in town appropriation and an increase in anticipated revenue from state aid in 2016-2017, the district continues to face the economic uncertainties of state revenue, legislative mandates and other increasing costs. The district is financially sound and this document was created to provide the reader with an understanding of the budget development process. Tough decisions and strong leadership throughout the budget development process will continue to be important factors in maintaining the district's financial position in the future.
Major Budgetary Issues This adopted budget was prepared using the best district level information available at the time of presentation. Revenue assumptions incorporated the most current economic, financial and budgetary information provided by the Rhode Island Department of Education. Major district budgetary challenges identified by the administration and addressed by the Committee included, but were not limited to the following: 1. District Enrollment Decline 2. Increasing Out of District Tuition Payments 3. Maintenance of Aging School Facilities 4. Stagnant or Declining Revenue (Local, State and Federal Levels) 5. Reliance on Prior Years' Budgeted Surplus
Economic Conditions According to her website, Rhode Island Governor Gina Raimondo, state leadership and local leadership all recognize that a skilled workforce is key to growing jobs, improving family economic security and ensuring the fiscal health of our state. An educated workforce is among the most important attributes a company looks for when deciding where to expand or locate jobs. Yet, Rhode Island has a “middle skills” gap; we don't have enough workers who qualify for jobs that require more than a high school diploma and less than a four-year degree. These jobs pay well and are in fields like health care, construction, and marine trades, that can't be moved to other states or countries. Middle skill jobs are the largest part of the job market. Governor Gina Raimondo has initiated the Rhode Island Jobs Plan, which includes establishing the School Building Authority that the district is partnering with as it goes through its elementary school redesign process, the support of the PTECH pathway development process where Westerly, along with two other districts in the state, is creating a learning experience that supports students interested in earning a high school diploma and an associates degree for free through an innovative partnership between businesses, higher education and local high schools. Additionally, the district, working with the State and other local and national grantors are always seeking innovative methods to offer the best choices for our students. Other highlights are: Record investments in K-12 schools - a $35.5 million increase from last year; Fund full implementation of universal all-day kindergarten statewide; Triple the number of state sponsored pre-k classrooms by 2019; Empower qualifying public high school students to take higher education courses at no cost to the student;
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 3 Finance Director’s Summary
Create last dollar scholarships for low-income students by eliminating a redundant and antiquated state bureaucracy Rhode Island Higher Education Assistance Authority (RIHEAA); Establish loan repayment assistance for graduates who stay in Rhode Island to work in priority fields; Improve workforce development by aligning job training with businesses’ needs so we train people for jobs that actually exist; Provide certainty to businesses by controlling costs; Provides $70.5 million in state savings from reinventing Medicaid and includes innovative incentives.
Westerly Public Schools strives to take full advantage of all of these state initiatives in the name of our students, staff and families. Besides the above commitments, we are enthusiastic supporters of the new public/private training venture being constructed in downtown Westerly called the Westerly Higher Education and Job Skills Center that we anticipate will be a great boon not only to high school students but also the underemployed, unemployed, veterans, and homeless.
The Budget Process & Timeline: Prior to 2012, State Aid was determined year to year by legislative action. For FY 2012 the State of Rhode moved to a forward looking funding formula. As part of this formula a transition schedule was created. Districts that experience a gain in State Aid will have funding phased in over a seven year period; districts with a decrease will see funding reduced over a period of ten years. Based on data evidence of historical underfunding, Westerly Public Schools has received as increase of state aid.
The 2016-2017 adopted budget book is the result of months of planning through an attentive and engaging process with district stakeholders. The school district and the municipality follow a well established and well understood calendar of events and deadlines. The budget development process began with a comprehensive review of 2015-2016 district salaries and respective classifications to ensure a solid base from which to project into the future budget year. Next, came individual budget meetings with school principals and department managers to address non-salary operational needs. These budget meetings were essential in confirming current spending patterns, understanding district micro level goals and identifying district priorities.
On January 07, 2016, the Westerly School Committee met to discuss the district's 2016-2017 budget plan. The Committee provided a process overview, answered related questions and dispelled various "myths" regarding the district budget, financial conditions and related cost considerations. This process culminated on January 14, 2016 when the School Committee voted unanimously to adopt a school budget with a 1.5% increase in municipal aid.
The next steps in the process include a presentation of the final School Committee budget to the Town Manager on or before February 1, 2016. The Manager will move the budget forward by integrating the school district budget into the full municipal budget. Both the town and the school district will engage in an advisory and collegial discussion with the unelected advisory Board of Finance. With the advice of the Board of Finance, the School Committee will make final determinations about their budget and present it to the Westerly Town Council who will set the bottomline of the district budget for 2016-2017.
Page 4 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Finance Director’s Summary
Budgetary Changes After careful consideration and analysis, the Committee adopted a budget with relatively flat overall growth. To stay within the parameters set by the changes in the district's revenue picture, the district reviewed overall operations and incentivized an early retirement program to augment lowering costs. The Westerly School Committee had a difficult job recognizing limited resources while striving to meet increasing demands for student achievement. The Committee has been consistent in communicating its desire for continued educational excellence, minimizing the impact on jobs, developing a financially responsible plan and balancing the needs of students, staff and community in meeting district goals. Curriculum priorities and activities (field trips) are the budgetary responsibility of the district.
Summary The statewide economic recovery continues to be slow, precarious and volatile. As conditions change, responsive measures taken by the State will continue to affect Westerly Public Schools. The Westerly School Committee continues to be responsible and follows a long term approach to planning and decision-making. This document provides detailed information on the process by which the budget was developed and the decisions that were incorporated in short and long term planning.
The Westerly community can remain confident in the district's commitment to transparency and sound financial management in these challenging times. Prudent and strategic financial management remains a top priority. The Committee's budgetary decisions reflect its commitment to student achievement and a quality-education for all students.
Respectfully,
Debra J. Bridgham Finance Director Westerly Public Schools
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 5
Page 6 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017
EXECUTIVE SUMMARY
Executive Summary
Goal of being a Premier School District Continues 1. Provide World Class Education 2. Restore Tradition 3. Close Learning Gaps
In addition, we must sustain our efforts to respond to: Basic Educational Plan (BEP) Elementary School Redesign Early Childhood Preventative Maintenance Comprehensive District Wide Upgrade Safety Systems Future Ready Technology
The budget document is based on Association of School Business Officials International (ASBOI) National Model and the Government Finance Officers Associations (GFOA) and is being used as a model for state standards in the State of Rhode Island.
Aid from State Anticipated change in State Aid for FY 2017: $813,598
Continued Collaboration with Town Newly formed municipal fields maintenance committee Review of insurance agreements Transportation options Fiber ring implementation Shared HVAC position Consolidation efforts
Wages and Benefits continue to be the Majority of the Budget Net decrease of approximately 3 FTE Health benefits estimated increase cost of 4%
Expenditures Substantial amount of budget lines level funded Funding to support uniform replacements Funding for facilities and fleet maintenance Funding to support possible bus depot move
Overall Budget Impact FY 16 Town Aid $45,581,781 FY 17 Town Aid $45,710,811
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 9 Executive Summary
Revenues and Expenses
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Revenues Actual Actual Actual Adopted July-Dec Adopted Change Local Tax Dollars $ 43,672,240 $ 44,422,146 $ 44,914,514 $ 45,581,781 $ 22,790,891 $ 45,710,811 0.28% State Aid $ 6,571,862 $ 7,164,219 $ 7,704,194 $ 8,257,392 $ 3,943,373 $ 9,070,990 9.85% Medicaid $ 854,300 $ 1,080,130 $ 1,191,532 $ 1,072,500 $ 401,684 $ 1,172,500 9.32% Preschool Tuitions $ 38,008 $ 45,114 $ 45,163 $ 42,500 $ 22,651 $ 42,500 0.00% Rental Income $ 121,973 $ 113,440 $ 117,672 $ 105,000 $ 60,966 $ 105,000 0.00% Summer School $ - $ - $ - Program Revenues TSSCC $ 160,813 $ 184,453 $ 211,574 $ 190,000 $ 93,852 $ 190,000 0.00% Transportation Fees $ 41,211 $ 42,691 $ 4,800 $ 5,000 $ 2,975 $ 5,000 0.00% Miscellaneous $ 50,045 $ 27,208 $ 6,375 $ 24,981 $ 467 $ 24,981 0.00% Closed School Imp $ - $ 51,122 $ 188,020 $ - $ - $ - 0.00% Fund Balance $ 1,015,000 $ 1,012,376 $ 500,000 $ 480,000 $ - $ 200,000 -58.33% Total Revenues $ 52,525,452 $ 54,142,899 $ 54,883,844 $ 55,759,154 $ 27,316,859 $ 56,521,782 1.37% Expenditures Wages & Benefits $ 42,773,019 $ 44,028,876 $ 44,824,770 $ 46,160,016 $ 18,996,418 $ 46,289,046 0.28% Tuitions $ 3,763,594 $ 3,674,690 $ 3,675,198 $ 3,575,000 $ 1,456,551 $ 3,875,000 8.39% Contract Services $ 996,790 $ 1,078,833 $ 977,508 $ 1,016,500 $ 431,501 $ 1,133,545 11.51% Conferences & Dues $ 188,128 $ 119,149 $ 93,825 $ 125,000 $ 59,049 $ 125,000 0.00% Auto & Mileage $ 16,983 $ 15,404 $ 16,134 $ 15,000 $ 6,225 $ 15,000 0.00% Instructional Material $ 562,456 $ 521,732 $ 602,270 $ 550,000 $ 309,133 $ 625,000 13.64% Periodicals & Textbooks $ 102,598 $ 64,418 $ 56,722 $ 200,000 $ 37,010 $ 200,000 0.00% Repairs & Maintenance $ 1,244,302 $ 1,211,221 $ 1,684,136 $ 1,127,500 $ 677,720 $ 1,134,689 0.64% Furniture $ 33,433 $ 11,662 $ 20,873 $ 20,000 $ 7,022 $ 20,000 0.00% Utilities & Fuel $ 1,467,673 $ 1,517,235 $ 1,403,085 $ 1,482,638 $ 475,861 $ 1,515,002 2.18% Disposal $ 85,510 $ 101,798 $ 71,036 $ 85,000 $ 27,517 $ 85,000 0.00% Alarm $ 149,814 $ 152,634 $ 119,987 $ 100,000 $ 100,984 $ 100,000 0.00% Technology $ 354,692 $ 514,975 $ 485,405 $ 497,500 $ 325,270 $ 566,500 13.87% Legal & Prof Fees $ 149,456 $ 126,360 $ 87,354 $ 75,000 $ 33,029 $ 75,000 0.00% Property Ins $ 344,299 $ 457,825 $ 327,144 $ 370,000 $ 330,156 $ 390,000 5.41% Office & Postage $ 61,135 $ 52,730 $ 23,716 $ 55,000 $ 18,579 $ 58,000 5.45% Advertising $ 13,525 $ 12,159 $ 15,189 $ 15,000 $ 7,721 $ 15,000 0.00% Other $ 140,285 $ 198,049 $ 191,190 $ 290,000 $ 111,205 $ 300,000 3.45% Total Expenditures $ 52,447,692 $ 53,859,750 $ 54,675,542 $ 55,759,154 $ 23,410,951 $ 56,521,782 1.37%
Page 10 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Executive Summary
Westerly Public Schools .28% Increase on 2016 Town Appropriation Presented 1/14/2016 2016 Budget 2017 Budget Revenues 55,759,154 Additions: Tax Dollars 129,030 State Aid 813,598 Medicaid 100,000
Reductions: Fund Balance (280,000)
Net Increase to Revenues 762,628 56,521,782
55,759,154 Expenditures: Staffing Staff Reductions: FTE (4) Secondary (388,688) FTE (1) Principal (146,000) FTE (.50) Curriculum Leader (48,586) Total Staff Reduction (583,274)
Staff Additions: FTE (1) Math Teacher - FTE (1) Behavior Specialist - FTE( .50) Dance - Total Staff Additions -
Staff Salary and Benefit Increases Wages 219,866 Benefits 492,438 Total Salary & Benefits Increase 712,304
Total Staff Salary and Benefit Increase 129,030
Expenditures: Operations Operations: Instructional Materials 75,000 Technology 69,000 Bus Depot - Out of District Tuitions 300,000 Contract Services 117,045 Repairs & Maint/Building and Busses 7,189 Utilities & Fuel 32,364 Property Insurance 20,000 Office Supplies and Postage 53,000 Other- Safety and Security (40,000) Total Operation Increase 633,598
Net Increase to Expenditures 762,628 56,521,782
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 11 Introductory Section: District Budget Overview
Raising Standards and Expanding Opportunities
The Common Core State Standards (CCSS) in English Language Arts/Literacy and Mathematics significantly raised the bar of expectation for what students in kindergarten through grade 12 should know and be able to do when they graduate from high school. The CCSS include rigorous expectations, robust content, and relevant, real world skills. The Partnership for Assessment of College and Career Readiness (PARCC), a high quality assessment, measures student achievement to meet the expectation and will be administered using computers.
To meet the demands of the new standards, educators in Westerly Public Schools have engaged in professional development targeting curriculum development, instructional practice, assessment development, data use, and technology. For two years students and staff district-wide have employed the Northwest Education Association (NWEA) assessment to collect formative data around student progress. The NWEA assessment is administered on computers which affords learners and educators an opportunity to increase familiarity with computer-based assessments. The budget includes funding to continue professional development efforts, assessment software and augment hardware demands.
In raising standards at Westerly High School, the district continues working to expand the advanced course offerings available to students. The district has an established Advanced Placement ("AP") program; in three years, the district has added seven (7) AP class offerings (Computer Science Principles, English Language and Composition, Psychology, Studio Art, Italian, Spanish and French).
In addition to offering AP and Honors level classes, the district has increased its commitment to providing multiple pathways for students to pursue. Notably, expanded STEM offerings in Computer Science and clean manufacturing will be offered to WHS students; the Fine Arts pathway will include dance offerings to augment the performance arts pathway. Continued membership in VHS course offerings, an accredited online way for students to earn high school credit, affords students enrollment in a variety of advanced classes not offered in the traditional program of studies.
The 2016-2017 budget also contains funding for a new middle school level math educator to address closing gaps and increasing student achievement. The district continues to offer Foreign Language at the elementary level. The continuation of field trip funding, and technology augmentation exemplify our commitment to providing students with offerings to make us the best district in the region.
Building Professionalism Westerly Public Schools has engaged in a variety of professional development activities throughout the transition to the Common Core State Standards. The district will continue to provide for the best available staff training within the 2016-2017 budget.
School Leadership One of the most important parts of any school effort is the presence of an outstanding instructional leader. The district has been able to attract excellent building-level leaders.
Page 12 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: District Budget Overview
Retaining school leaders is an important component of increasing student achievement and the district continues its commitment to providing support for our leadership team.
School Climate and Culture The district continues to support the Positive Behavioral Interventions and Supports (PBIS) program as well as augmenting PBIS with the Restorative Discipline at Westerly High School and the Olweus program at Westerly Middle School. This strategy reinforces and maintains a positive school climate and culture.
Curriculum, Assessment, Instruction, and Intervention The district’s curriculum is aligned to the Common Core. Increasing aligned assessments and instruction will continue. In addition, district staff will continue to use Northwest Evaluation Association (NWEA) Assessments for assessment and benchmarking purposes. Moreover, the Response to Intervention (RtI) model will continue to be one of the district's primary intervention tools to assist children in reading and mathematics at grade level.
Effective Staffing The district continues working to attract, retain and further develop an exemplary teaching workforce. The use of the RI Model Evaluation and Support System (Teacher, Support Professional, and Building Administrator), which is founded in the Danielson Framework, will continue as the administrative team strives to provide usable, high quality feedback to staff members and to reinforce expectations for classroom practice.
Effective Family and Community Engagement The district continues to engage families through Parent Academy offerings and school based events. Additionally, community engagement is evidenced through important projects such as the Elementary Redesign process, school calendar survey, free vaccination clinics, and our collaborative advocacy with Wood River Health Center and RIPTA to secure public transportation for the community. The district will continue efforts to engage parents in the learning process.
Westerly Public Schools Demographic Influences Westerly Public Schools recognizes the needs of our families and students. We have systematically invested in building a team of educational social services to meet the needs of our students from preschool to post high school transition. We currently employ four full time school psychologists and 7.5 school social workers. In the 2016-17 school year, we are looking to add a behavior specialist to increase the effectiveness of this team and address the growing need of behavior management.
The Washington County Coalition recently published the following statistics about Westerly in comparison to other towns in Washington County: Highest number of officially homeless Highest number of single parent families Lowest median income Highest number of people receiving home emergency assistance Highest free and reduced lunch participation Highest number of emergency room visits for children 18 and under Highest record of domestic violence cases Highest record of child abuse cases
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 13 Introductory Section: District Budget Overview
Westerly continues to see an increase in the needs of our students and their families. The most recent 2013-14 Kids Count Data reported that: 1199 students in our district are low income meaning that they spend 71% or more of their total income on housing 901 of these students are living below the poverty level 89 students are victims of abuse or neglect 1873 students are receiving medical assistance
Westerly Public Schools educational social service team reports that they support our students by: Individual sessions Small group sessions Whole group sessions Risk assessments
Our students are seeking out support for: Loss and grief Being removed from their home Abuse and neglect Struggling with depression and anxiety Substance abuse Dating violence Peer relationships Sexual identity issues Incarcerated parents Homelessness Parents lost through overdose and suicide Divorce
As a district, we have made a commitment to meeting the needs of the whole child. The district priority to address the social and emotional well-being of our students is reflected in our sustaining a higher level of educational social services than neighboring districts to meet the unique needs of our students and their families. Beyond the current support that we provide students and their families, we also continue to advocate for greater community resources for our children and their families in Westerly.
Protecting Our Investment The district continues to address facility issues on a regular basis by adhering to maintenance and capital improvement plans. Another important part of the district strategy for facility improvement is to maximize value for the taxpayers by including projects that will ultimately pay for themselves through energy efficiency. The district has been actively replacing its lighting systems in the buildings and automating lighting controls. The district continues to work with the Westerly Department of Public Works (DPW) to improve safety of playgrounds. Security continues as a district priority evidenced by the efforts to diminish grounds line of sight obstacles, replacement of doors, installation of additional security card swipe access apparatus, and installation of security cameras. This commitment is reflected in the 2016- 2017 budget.
Technology The district is committed to increasing technology and the budget reflects this commitment. 2016-2017 will be the second year of the administration of the Partnership for Assessment of Readiness for College and Careers (PARCC) using the computer based assessment. The district continues upgrading technology and infrastructure, and acquiring hardware to support learning and assessment. The pursuit of a new student information system (SIS) and the
Page 14 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: District Budget Overview transition to a Google platform is part of the ongoing goal to provide 21st century tools to faculty, staff and students.
Planning for the Future The district has consistently communicated the anticipated decrease in student enrollment. A demographic study of the district indicates continued slow decline that in the future will level off to approximately 2800 students. The Elementary Redesign efforts recognize the decline in student enrollment and the need for high quality 21st century learning environments.
The 2016-2017 budget reflects the Westerly School Committee’s efforts to make decisions that would maintain a positive impact on instruction. It is important to recognize that the demands and stressors on our students have increased. Data from the Washington County Coalition 2015 edition, “...and how are the children? A report on the status of the children of Washington County and their families,” reports that Westerly has the highest eligibility for free and reduced lunch, highest SNAP enrollment, highest number of WIC recipients, and highest number of visits to the emergency room by children under 18 years of age. The increase in mental health personnel in the budget reflects the district’s response to this data and supporting the whole child.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 15 Introductory Section: Strategic Plan 2016-2020
Westerly Strategic Plan
In Pursuit of the Growth Mindset
Personalization + Redesign + Engagement + Community Well Being = Best in Region, Restoring Tradition, and Closing Gaps
Growth Mindset
Redesign Personalized Learning
Community Engagement Well-Being
FINAL DRAFT
Page 16 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: Strategic Plan 2016-2020
Strategic Plan Executive Summary
Embedded in a growth mindset is the belief that an open positive outlook will lead to deep learning and personal well-being. Westerly Public Schools Strategic Plan reflects this belief and the desire to create classrooms and relationships that nurture the whole child. To maintain our mission, imbue our core beliefs in all of our work, and achieve our goals we must focus on our students and their present and future lives.
Our plan reflects our inspiration to pierce the future with a bright light of hope, compassion, understanding, tolerance, passion, security and exploration. We are challenging ourselves to support Personalization learning, seek Engagement, reach for an innovative Redesign and encourage Community wellbeing (PERC). The Strategic Plan was deliberately designed to communicate our goals clearly and simply, taking the lead from the structure of the State’s strategic plan.
Our strategic plan is an organizational tool, not a definitive action plan. We see our strategic plan as an instrument that encourages both alignment and autonomy, guides closing the performance gaps, drives district performance forward to reach our goals of becoming a premier district in the region, restores a deep tradition of pride and excellence while establishing new traditions focused on strength, strategic innovation and paradigm transformation. Investment in the community will be defined by our tenets of hope, compassion, understanding, passion, security and exploration. We will strive to offer the best of ourselves and encourage others to be their best selves in the name of our children and all future generations as we PERC the future with adventure and hope.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 17 Introductory Section: Strategic Plan 2016-2020
Mission Statement
To create an inspiring, challenging, and supportive environment where students are encouraged and assisted in reaching their highest potential.
Core Beliefs
The core belief of Westerly Public Schools is all children can learn. It is our responsibility to assist in fostering a community of life-long learners with our students at its center. As educators, we know all children can achieve at high levels when provided with opportunities, sustenance, high expectations, and proper supports both in school and at home. As a learning community culture we strive to promote critical thinking and problem solving skills, to inspire creativity, and encourage risk taking among students and staff. We recognize that all children are unique and it is our responsibility to provide multiple pathways to success for our students and their families. Our staff is our most important resource and to provide for the best education of our students we are committed to developing their skill and ability.
School Committee Goals 1. Support Excellence in Student Performance 2. Recruit, Retain, and Develop High Quality Staff 3. Fully Engage Parents and Community 4. Improve and Maintain Westerly School Facilities 5. Develop and Implement a Comprehensive Financial Strategy
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Personalization
Key Outcome: Starting in early childhood, students will have access to personalized learning experiences that are experiential, blended, flexible, and differentiated.
Target Area Westerly Public Schools will:
Instruction ❏ Use data on a regular basis to analyze, interpret, and plan next steps ❏ Integrate multiple pathways into K-12 classrooms to increase student independence and choice in order to accelerate learning ❏ Provide K-12 access to high-quality digital and blended learning opportunities that provide students the ability to control the space and content of their learning ❏ Support multiple pathways through apprenticeships/internships
Assessment ❏ Create personalized learning assessments using multiple measures in a comprehensive assessment system ❏ Evolve assessment system to continually monitor and close gaps in subgroups
Educator Quality ❏ Harness the collective capacity of the staff to create sustainable and collegial professional learning communities that impact student learning ❏ Support personalization by promoting and supporting school adoption of best practices and next practices in K-12 blended and personalized learning
Technology ❏ Utilize technology to enhance curriculum, support staff retention, motivate students, and engage parents
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Infrastructure ❏ Create a technology plan, infrastructure, and invest in devices to increase student access and learning outcomes
Redesign
Key Outcome:
Westerly is recognized for its leadership in quality learning environments that meet the needs and flexibility of 21st century learners.
Target Area Westerly Public Schools will:
Instruction ❏ Redefine instruction in the classroom to support the needs and flexibility of 21st century learners ❏ Increase access to high quality, proficiency based language programs in grades Pre K- 12
Assessment ❏ Identify and implement a Pre K-12 evidence based comprehensive assessment based system that is manageable and utilizes varied types of assessments
Educator Quality ❏ Recruit high quality staff with dual certification ❏ Construct a five year professional development plan to support the strategic plan ❏ Utilize model classrooms and effective practice to create and celebrate innovation ❏ Support on-going professional learning on assessment literacy to improve the quality and use of assessments in the instructional cycle
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Technology ❏ Continually update and innovate state of the art technology to enhance the school experience
Infrastructure ❏ Provide a global learning experience in an open campus setting-not restricting time or place while keeping learning as the constant ❏ Create 21st century classrooms that will provide visual spaces that are interconnected and use open spaces, such as, but not limited to, outdoor learning spaces
Engagement
Key Outcome:
Students, parents, and educators will be engaged in the local and global community through a variety of ways (e.g. parenting, communicating, volunteering, learning at home, decision making, and collaborating with the community)..
Target Area Westerly Public Schools will:
Instruction ❏ Implement virtual learning opportunities for parents ❏ Assist parents with parenting skills and setting home conditions to support children as students ❏ Assist schools to better understand families and create an asset based mindset ❏ Engage all families, especially those with diverse ethnic, linguistic, and cultural backgrounds
Assessment ❏ Enact quarterly learning walks open to a multitude of stakeholders ❏ Engage all stakeholders in understanding
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the role and importance of assessment as a natural part of the learning cycle aimed at improving student learning
Educator Quality ❏ Retain high quality new educators by providing intensive personalized support, mentorship, and professional learning ❏ Utilize professional learning for educators to learn innovative ways to use families as participants with decision making and develop leadership roles for parents
Technology ❏ Use technological advances to improve communication, conferencing, distance learning from school-to-home and from home-to-school about programs and student progress
Infrastructure ❏ Acquire and utilize an improved Student Information System for educators, students, and families that provides a user friendly platform
Well Being
Key Outcomes: Westerly Public Schools students have acquired the social and emotional skills necessary to collaborate with others, successfully navigate challenges, and embody a growth mind-set.
Westerly Public Schools is a safe and supportive school for children and staff that allows for optimal conditions for teaching and learning.
Target Area Westerly Public Schools will:
Instruction ❏ Use high-quality health and educational screening of young children and provide families with information and resources
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about early childhood development ❏ Promote healthy cultural identity and rich peer-based experiences ❏ Partner with mental-health providers to expand student access to high-quality mental-and behavioral-health services in schools
Assessment ❏ Construct measures to promote and measure social and emotional well being ❏ Collect and use data on school climate to improve the culture of schools ❏ Utilize high quality health and educational screening of young children and provide families with early childhood development resources
Educator Quality ❏ Expand educators knowledge and practice of providing effective social-emotional learning in the classroom ❏ Be transparent and consistent in the development and implementation of safety policy and procedure in order to provide staff with information to make the best choices during a crisis ❏ Have leaders participate in drills at each grade level to evaluate plan effectiveness
Technology ❏ Continually update and revise safe-guards to certify that students are enacting the tenets of digital citizenship
Infrastructure ❏ Implement strict safety codes, policies, and hardware to ensure safety of all stakeholders to support community well- being ❏ Coordinate reciprocal community resources and services for families, students and the school
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Glossary of Terms Assessment: the wide variety of methods that educators use to evaluate, measure, and document the academic readiness, learning progress, and skill acquisition of students from preschool through college and adulthood (RIDE 2015)
Blended Learning: the practice of using both in-person and technology-based learning experiences when teaching students; for example, students using online tools with teacher support during class; another example, a mix of being taught by a teacher in the classroom and portions completed independently online outside the classroom (RIDE 2015)
Global Learning: the set of broad skills that ensure student preparedness in the areas of 21st century skills, language proficiency, cultural/global awareness, and social-emotional learning (RIDE 2015)
Growth Mindset: a belief that intelligence and other basic abilities can be developed, which results in a commitment to learning and a focus on improvement. (RIDE 2015)
Learning Walks: a brief classroom visit utilizing a researched-based tool that provides principals and teachers opportunities to reflect on what students are learning, learning strategies, student interaction with the content, and student engagement.
Multiple Pathways: the implementation of the idea that learning can occur at different times and in different places, including the classroom, the community, a workplace, outdoors, online, etc. which results in schools creating alternative learning experiences that may be better suited to some students while expanding the number and type of learning options available to all students. (RIDE 2015)
Personalized Learning: a diverse variety of educational programs, learning experiences, instructional approaches, and academic-support strategies that are intended to address the distinct learning needs, interests, aspirations, or cultural backgrounds of individual students; its implementation may differ from district to district and school to school; also known as Student-Centered Learning. (RIDE 2015)
Professional Learning Communities: a group of educators that meets regularly, shares expertise, and works collaboratively to improve teaching skills and the academic performance of students. (RIDE 2015)
Proficiency Based Learning: systems of instruction, assessment, grading, and academic reporting that are based on students demonstrating that they have learned the knowledge and skills they are expected to learn as they progress through their education. (RIDE 2015)
Student Engagement: the degree of attention, curiosity, interest, optimism, and passion that students show when they are learning or being taught, which extends to the level of motivation they have to learn and progress their education. (RIDE 2015)
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Student Information System: is a management information system for education establishments to manage student data
21st Century Learning: a broad set of knowledge, skills, work habits, and character traits that are believed to be critically important to success in today’s world, particularly in collegiate programs and contemporary careers and workplaces (e.g., critical thinking, innovation, collaboration)
World-Class Standards: content standards that are equivalent in rigor, expectations, and scope to the content standards of the highest performing countries in the world. (RIDE 2015)
Virtual Learning: environment is a set of teaching and learning tools designed to enhance a student's learning experience by including computers and the Internet in the learning process.
How this Strategic Plan was created: The Strategic Planning Committee, facilitated by the Center for Leadership and Educational Equity, utilized the collective capacity of various stakeholders consisting of more than 25 school personnel, community members, parents, and School Committee members to provide essential input into the revision and creation of Westerly Public Schools Strategic Plan. The committee met in late spring 2015 with the sole purpose of coming together as one community with diverse perspectives to contribute to the development of a comprehensive and measurable strategic plan that has the power to help Westerly Public Schools meet its three articulated goals: Best in Region, Restore Tradition, and Close Gaps.
The committee analyzed the current plan and district data, as well as utilized the relevant research in the article Mindsets for an Equitable Education by Carol Dweck. The successes of the previous plan included but were not limited to: Implement BEP >Early Childhood >School Redesign >Student Wellness>RtI >Parent Academy>Tower Street Financial Systems. The plan was aligned to best and next practices in research, Joyce Epstein’s work on family engagement, and the newly adopted 2015-2020 RIDE Strategic Plan.
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Westerly School Committee
The School Committee consists of seven members elected at large to serve a term of four years. Terms of the members are staggered to provide stability. School Committee members also serve on various subcommittees.
The current School Committee members are as follows:
Elected In Office since David Patten, Chair 2012 2008 James Murano, Vice Chair 2012 2004 Diane Bowdy, Clerk 2012 2012 Gina Fuller 2014 2010 Mary Raftery 2012 2012 Patricia Panciera 2014 2014 Marianne Nardone 2014 2014
The School Committee recently renewed a five year strategic plan for 2016-2020 with input from a wide array of stakeholders. The strategic plan consists of the district’s goals, a Vision Statement, their Core Beliefs and Action Plan. A full copy of the district’s final draft Strategic Plan is on Westerly Public Schools website: http://strategic-Planning.westerly.k12.ri.us
Vision Statement To create an inspiring, challenging and supportive environment where students are encouraged and assisted in reaching their highest potential.
Core Beliefs All children can learn. It is our responsibility to assist in fostering a community of life-long learners with our students at its center. We strive to promote critical thinking and problem solving skills, to inspire creativity and encourage risk taking among students and staff. Children are unique and it is our responsibility to provide multiple pathways to success. Our staff is our most important resource and we are committed to developing their skills and abilities.
School Committee Goals . Support Excellence in Student Performance . Recruit, Retain and Develop High Quality Staff . Fully Engage Parents and the Community . Improve and Maintain School Facilities . Develop and Implement a Comprehensive Financial Strategy
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Westerly Public Schools Organizational Chart
School Committee Superintendent Tower Street Community Center David B. Patten, Chair Roy M. Seitsinger, Jr., Ph.D. Joan Serra, Director James E. Murano, Jr., Vice Chair Assistant Superintendent Director of Transportation Diane C. Bowdy, Clerk Alicia Storey Peter Denomme Gina T. Fuller Director of Pupil Personnel High School Principal Marianne Nardone Melissa Denton Todd Grimes Patricia Panciera Director of Finance Middle School Principal Mary G. Raftery Debra Bridgham Paula Fusco Director of Technology Elementary School Principals Solicitors Mark Lamson Debra Pendola, Bradford Jon Lallo, Esq. Director of Buildings & Maintenance Polly Gillie, Dunn’s Corners William Nardone, Esq. Matt Murphy Susan Martin, Springbrook Safety Officer Audrey Faubert, State Street Michael Turano Human Resources Coordinator Deborah Kopech
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Roy M. Seitsinger, Jr., Ph.D. Superintendent
Dr. Roy Seitsinger has held a full range of educational leadership and learning positions since he began his career as a Title I literacy teacher for grade 2 in 1977. In addition to his current position as Superintendent of Westerly Public Schools in Westerly, RI, he has held positions of assistant superintendent, middle school principal, middle school assistant principal, elementary school principal, and classroom teacher. He has led classrooms from kindergarten through high school in New England and grade four at an international school in London. He is an adjunct faculty member for Johnson and Wales University. He has been a guest lecturer for many post- secondary courses including courses at Johnson and Wales University, Rhode Island College, University of Rhode Island and Brown University. He was honored to receive an uncommon year-long administrative sabbatical to attend the University of Connecticut to work on his Ph. D. While at the University of Connecticut he was nominated as an outstanding graduate student and became a published author.
Dr. Seitsinger has been the Superintendent of Schools in Westerly, Rhode Island since August 2010. During his tenure he has amassed a set of innovations that have gained statewide attention, not the least of which is his innovative partnership with the Town of Westerly in the creation of a joint Finance Director. Most recently, Westerly Public Schools was selected as one of three school districts in the state to be challenged to create a PTECH pathway for high school students interested in working in the manufacturing world. Previous to his work in Westerly, Dr. Seitsinger was the Director of the Multiple Pathways Office for the Rhode Island Department of Education from 2006 to 2010.
Dr. Seitsinger represented the Rhode Island Department of Education in a leadership role sponsored by Council of Chief State School Officers and became a founding member of the New England Secondary School Consortium; a significant multi-state effort focused on reducing the New England dropout rate and improving student access to multiple pathways for high school graduation and beyond. He has presented at state, national, and international conferences. He has co-authored with members of his team a peer-reviewed article for the Regional ASCD magazine. In 2014 he co-authored an article called Teaching 21st Century, Executive-Functioning, and Creativity Skills with Popular Video Games and Apps for Carnegie Mellon University: ETC Press.
Dr. Seitsinger maintains his leadership presence within Rhode Island by serving as a representative and past president of the New England School Superintendents Association. He is past president of NESDEC (New England School Development Council) and NEASS (New England Association of School Superintendents) and a member of RISSA (Rhode Island School Superintendents Association) where he serves on the executive board and as a member of the legislative sub-committee.
Dr. Seitsinger continues to read to children, donate to various charities focused on childhood wellbeing, is a member of several professional organizations, the Westerly Historical Society and Westerly Rotary Club and serves on the board of the Supper Table, an organization dedicated to bringing healthy meals to the less fortunate. Dr. Seitsinger most recently served on the Westerly Public Library Strategic Planning Team.
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Alicia J. Storey Assistant Superintendent of Schools
Westerly Public Schools Assistant Superintendent Alicia Storey is a Doctoral degree candidate at Johnson & Wales University. She earned a Master of Education in Secondary Administration from Providence College, a Bachelor of Science from the University of Rhode Island and an associate’s degree in Chemical Technology from the Community College of Rhode Island.
An educator for the past 24 years, Ms. Storey taught high school science in both alternative and traditional settings. As a science educator, Ms. Storey developed science curriculum aligned to standards that featured embedded authentic assessments and focused on increasing student engagement. She served as an administrator at South Kingstown High School and Principal of Johnston High School.
She is an Annenberg Institute for School Reform Math/Science Fellow (1995/1996) and a co-recipient of an $82,000 Senator Reed Aquaculture Education grant. As a participant in the New England Board of Higher Education’s National Science Foundation-funded AQUA Project, she presented at the International Aquaculture Conference in 2000 sharing authentic assessment strategies for the science classroom and strategies for implementing an aquaculture program in a comprehensive high school. She has also served as a Model Classroom Instructor for the RI Teacher Technology Initiative (RITTI) focused on integrating technology and instruction to support student learning. While principal, Ms. Storey served as a lead reviewer for the RI Commissioner of Education Diploma System. Currently, she serves as a Co-Principal Investigator of the $25 million National Science Foundation-funded RI Enhanced Science Education project (RITES).
Her professional memberships include: The RI School Superintendent’s Association (RISSA), Association for Supervision and Curriculum Development (ASCD) at both the national and local level, Phi Delta Kappa (PDK), and the American Association of University Women (AAUW).
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Melissa Denton Director of Pupil Personnel
Melissa Denton began her teaching career in 1990 as a Special Educator in a residential special education school in Rhode Island. In February of 1991, she transitioned to Westerly Public Schools as a Middle School Special Educator. During her tenure she has held numerous leadership positions. She has served as the District Mentor Coordinator, Middle School Team Leader, Differentiation Coach, Enrichment Specialist, and Special Education Coordinator (LEA). Twenty five years later, Ms. Denton continues to impact the lives of children with disabilities and lead their teachers and providers as the Director of Pupil Personnel at Westerly Public Schools.
Ms. Denton is a lifelong learner who is eager to gain knowledge and skills, apply them to her practice, and share them with others. Early in her career she worked with colleagues to develop strategies that gave her students with moderate disabilities access to the general education classroom with their peers by co-teaching. These experiences led to a more inclusive education for her students. Also, through her professional work Ms. Denton was able to reach classrooms throughout her Community, State and Country by offering workshops, speaking at national conferences, and publishing three articles.
Most recently, before returning to Westerly Public Schools, Ms. Denton served as a fellow for the Rhode Island Department of Education (RIDE). During her three year tenure, she was a State Induction Coach for beginning teachers, worked as an Educator Quality Specialist on State educator evaluation models, and trained and coached district administrators and principals on evaluating personnel to increase the effectiveness of instruction for all students. Ms. Denton was selected and trained by the New Teacher Center as a first and second year Induction Coach Trainer. She continues to provide these trainings for RI even though she has returned to her home district.
Ms. Denton is passionate about special education. She holds both her Bachelor and Master Degrees in Special Education. She went on to complete her Administration Certification program and earned her National Board Certification as an Exceptional Needs Specialist in 2006. She has been an Adjunct Professor for Rhode Island College and the University of Connecticut and is currently an Adjunct Professor at Johnson and Wales University in their M.A.T. program. She is an active member of the Association of RI Administrators of Special Education where she is a member of the Mentorship Program Committee.
Ms. Denton is excited to be back in Westerly to work with both families and faculty to provide a free appropriate public education that provides high quality specialized instruction and related services to teach our students strategies to empower them as learners and prepare for their future.
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Debra J. Bridgham Director of Finance
Ms. Bridgham has held the full range of financial leadership positions since she began her career as a Senior Accounting Associate with Hubbell Premise Wiring, a Division of Hubbell Inc. in 1990. During her tenure with Hubbell Premise Wiring she was promoted to Accounting Supervisor and then to Manager of Financial Services as the division grew to a $56 million entity. During her tenure as Manager of Financial Services, her responsibilities included supervision of Accounts Payable, Accounts Receivable, Payroll, and managing of Fixed Assets for three Hubbell’s facilities located in Asheville, NC and two facilities in Puerto Rico. She worked directly with their sales teams located in Dubai, China, Canada, and Puerto Rico.
In July of 2003 Ms. Bridgham was hired as the Town of Westerly’s accountant. In July of 2006 she transferred to the School District as the Business Manager for Westerly Public Schools. With the creation of the consolidated finance department, her roles and responsibilities increased and she was promoted to the Deputy Finance Director. Ms. Bridgham served as the Interim Finance Director twice and was later appointed as Finance Director in February 2015. She manages the 86 million dollar municipal and school budget, which includes 1100 FTEs and 5 union contracts. Ms. Bridgham oversees the Finance Office, including Tax Collections, Purchasing, Accounts Payable, Payroll, Accounts Receivable and the school’s Food Service Program. She prepares the town’s official statements and oversees all bonding activities. Ms. Bridgham advises the District Superintendent, the Town Manager, School Committee and Town Council on a variety of financial issues. She recently received recognition for submission to the Association of School Business Officials International on the 2015-2016 school budget. Under her management, the past two annual financial audits were submitted on time with no material weaknesses.
Ms. Bridgham is a member of two formal committees for Westerly Public Schools including the Elementary School Building Redesign Committee and the newly formed Municipal Fields Committee. She also works with the Town Planner’s office on the town wide comprehensive plan. Ms. Bridgham is the liaison for the Town Manager on the Substance Abuse Task Force, which is managed by the Ocean Community YMCA. She is also a member of The Town’s Continuity of Operations Plan (COOP).
Ms. Bridgham maintains her leadership presence within Rhode Island as a member of New England Government Finance Officers Association, Government Finance Officer Association, and the Rhode Island Government Finance Officers Association.
As a community member, Ms. Bridgham supports the Make a Wish Foundation, Wounded Warriors and Special Olympics. Ms. Bridgham resides with her family in Quaker Hill, Connecticut.
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Mark G. Lamson Director of Technology
Mark G. Lamson began his twenty year career in K-12 technology in 1996 in Lone Tree, Iowa. After assisting the district with the implementation of their first Local Area Network, Mr. Lamson began a career that would focus on mentoring students interested in the field of technology. After leaving Lone Tree, Mr. Lamson was recruited to work in a larger district in Ottumwa, Iowa where he developed and enhanced a student IT mentoring and internship program. This program included both high school students and local community college students working on their IT degrees. While in Ottumwa, Mr. Lamson also oversaw the completion of a multi-million dollar high school renovation, Y2K preparedness, as well as leveraging federal e-rate funding and the design improvements and upgrades to the district’s Wide Area Network and Internet Access.
Mr. Lamson moved with his family to Rhode Island and began working for Westerly Public Schools as their Director of Technology during 2000.
During the last 15 years, Mr. Lamson has overseen all aspects of district Technology. He has managed programming, support and has guided the district transition from an “all wired” world of technology to the new world of handheld device computing where ubiquitous wireless access is critical to student learning and 21st century preparedness. Through Mr. Lamson’s experience with networking and virtualization technology, he has secured grants to enhance Westerly’s Wi-Fi infrastructure, as well national case studies, most recently with storage startup Data Gravity, which included an in-kind donation of nearly $100K in new goods and associated services.
An early adopter of virtualization technology, Mr. Lamson converted the district to a VMWARE virtual data center in 2008. This “greening” of the data center lead to cost savings through energy conservation, as well as more efficient use of data center equipment by providing a 15 to 1 rate of consolidation. Based on his extensive and leading edge experiences with VMWARE, he was selected to present at the prestigious VMWORLD IT conference in 2009 and again in 2014. He has also frequently been a presenter at RIDE’s Innovation Powered by Technology conference (2013, 2014, and 2015) where he most recently focused on the successes and interest of WHS interns in the IT program. Mr. Lamson is currently serving on the OSHEAN Board of Directors and is a past president and Executive Board member of the Rhode Island Society of Technology Educators (RISTE).
Mr. Lamson attended Wake Forest University and has a Bachelor’s Degree in Philosophy and English, as well as a Master’s Degree in English.
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Peter Denomme, Sr. Director of Transportation
A native Rhode Islander, Peter Denomme graduated from Toll Gate High School, served in the U.S. Navy and attended Roger Williams University. He carries with him 18 years of experience in student transportation operations for both the private and public school sectors. He continues to direct and manage Westerly Public Schools Transportation Department including 25 drivers, 21 monitors, 7 bus aides and the vehicle maintenance program, which includes 48 school busses, on a daily basis. He also oversees the maintenance of all 57 district-owned vehicles.
In addition to his various duties as Transportation Director, Mr. Denomme is a member of the National Association of Pupil Transportation (NAPT). He enforces safety standards that conform to Rhode Island’s General Laws, Federal Motor Carrier Safety Regulations, and insurance regulations and develops a program of preventive safety for all district busing staff. Mr. Denomme takes pleasure in ensuring the safe and efficient operation of the Transportation Department.
Deborah Kopech Human Resources Coordinator
Ms. Kopech graduated from Drew University in Madison, New Jersey and began her career in New York City.
After a 22-year career in the student loan industry; beginning as a part-time service employee while raising three young children and departing as a Senior Director of a national customer service organization in Pennsylvania, Ms. Kopech returned to her native Rhode Island. She began working for Westerly Public Schools and held a wide-array of positions culminating in her current position as Human Resources Coordinator. She has endeavored to improve practices including record retention; strong benefit service to employees; supporting the Superintendent in ensuring consistent adherence to Collective Bargaining Agreements while identifying creative ways to solve issues in conjunction with union leadership; updating and upgrading the onboarding of new staff by updating and improving the processes for recruiting, hiring and introducing new employees to their positions with defined job and benefit expectations; creating documented practices, procedures and protocols for HR and employment activities; and as necessary, working in tandem with and providing support and guidance to the HR organization in the Town of Westerly.
Ms. Kopech is involved in community activities and a wide array of interests including travel, knitting, family adventures and trying to wrangle a determined cat and a border collie under the same roof.
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Joan Serra Director of Family & Community Engagement
Joan Serra grew up in Westerly, Rhode Island but always had a desire to travel and meet the people of the world. She spent her early career working for the public library where she could travel through a never ending supply of books. Her work in the children’s room also provided opportunities to meet and learn from the unique adults and children who also had a passion for reading and information. During this time, her interest in family literacy began to grow along with a passion for volunteer work.
In 1999, Ms. Serra was appointed by Westerly Public Schools to coordinate the parent-teacher resource center, where she organized inter-generational literacy activities for birth through middle school. The resource center also maintained and circulated a collection of 7,000 books to district, classrooms and community families. The work of the literacy team was acknowledged by the RI Department of Education in 2000, when they were awarded an Even Start Family Literacy grant.
With Ms. Serra as coordinator, Westerly Public Schools was able to provide high-quality family literacy services that included adult education, parenting education, inter-active literacy, and early education. A team of district staff and community partners began working together to outreach and engage community families, including Title I and non-native speakers. Through supports provided by the RI Department of Education, Ms. Serra was able to work with the Goodling Institute for Research in Family Literacy, the National Center for Families Learning and receive a Certificate in Family Literacy through Penn State.
In 2010, the opportunity to become Director of Tower Street School Community Center became reality. Since that time, programming and community partnerships have grown including a passion for getting kids and families outdoors with their hands in the dirt. Ms. Serra leads the only school district run comprehensive community center!
Ms. Serra serves on local and statewide organizations including the RI Partnership for Community Schools, RI Department of Education School Health Advisory Committee, 5-2-1-0 Healthy Bodies, Healthy Minds Sub-Committee and Westerly Environmental Literacy Council.
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Todd Grimes Westerly High School Principal
In his 22nd year of full-time public education, Todd Grimes has served in a variety of positions, including teacher, coach, athletic director, department chair, dean of students, assistant principal, associate principal, and principal. A lifelong Rhode Island resident and graduate of the University of Rhode Island, Mr. Grimes began his career as a physical education/health teacher at Chariho Regional High School.
Mr. Grimes moved from the coaching ranks to athletic administration in 1997 serving thirteen years as a district athletic director for the Chariho Regional School District. During his tenure, Chariho won three state titles and was a consistent recipient of sportsmanship honors. He earned the designation of Certified Athletic Administrator in 2005, and Certified Master Athletic Administrator (CMAA) in 2008. In 2009, he was the recipient of the prestigious NIAAA State Award of Merit for his leadership and commitment to Rhode Island athletics. Touted for his statewide leadership, Mr. Grimes served as a member of the Executive Board of the Rhode Island Interscholastic Athletic Administrators Association (RIIAAA) for five years, and as the lone athletic administrator on the Rhode Island Principals’ Committee on Athletics Grades 6 - 8.
Mr. Grimes earned a Masters in Exercise Science with a concentration in teaching and learning in 2003 from the University of Rhode Island. He earned a second Masters in Educational Leadership from Rhode Island College in 2012. Upon completion of the program, he accepted a position as assistant principal at Ponaganset High School in Foster-Glocester, where he spent three years developing his leadership skills as a building administrator. Mr. Grimes continued in his statewide leadership role by serving for two years as the lone assistant principal representative on the Rhode Island Association of School Principals (RIASP), and one year with the Rhode Island Instructional Leadership Academy, the professional development arm of Rhode Island’s school administrators.
Following a brief stint as Assistant Principal for Student Services this past summer at North Kingstown High School, Mr. Grimes was warmly welcomed as principal at Westerly High School on August 19, 2015.
Mr. Grimes has received extensive training on the topics of assessment, data use, and professional learning communities (PLCs). This includes work with Solution Tree, Institute for Learning, the Leadership and Learning Center, Center for Collaborative Education, and the League of Innovative Schools.
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Paula Fusco Westerly Middle School Principal
Ms. Fusco began her career as a social studies teacher at Westerly High School in 1990. She served as the Social Studies Department Co-Chair for two years during her tenure as a teacher. Ms. Fusco was selected by Rhode Island National Education Association as a “Teacher to Remember”.
In 1997, Ms. Fusco was appointed Assistant Principal of Westerly High School. As Assistant Principal, Ms. Fusco supervised student conduct within the school and oversaw the disciplinary program for grades 9-12. She served as the 504 Coordinator and was involved in the development of the Westerly Public Schools Truancy Court and Mentoring Program.
Ms. Fusco was appointed Principal of Westerly High School in 2003 and served in that role until 2011. During that time, Westerly High School created and implemented the New Diploma System beginning with the Class of 2008. Ms. Fusco served on the Principals’ Committee of the RI Interscholastic League and began the Student of the Month Program with the Westerly Rotary Club.
Ms. Fusco has been the Westerly Middle School Principal since 2011. Westerly Middle School is recognized as a PBIS school and recognizes positive behaviors daily, along with participating in Anti- Bullying Month and Pink-Out Day with school wide and community activities.
Ms. Fusco received a Bachelor of Science Degree in Health Services Administration and a Master of Education Degree from Providence College. She is a member of the Association for Supervision and Curriculum Development, RI and National Association of Secondary Schools Principals and is an incorporator of the Westerly Public Library.
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Debra Serra Pendola Bradford Elementary School Principal
Ms. Pendola received a BA in Speech Communication from the University of Rhode Island in 1978, followed by graduate study in Speech and Language Pathology. She then attended Rhode Island College and obtained her MA in Early Childhood Education in 1988. Ms. Pendola enrolled in “The Principal Residency Network” from 2000-2001 and obtained her Elementary Principal Certification through Rhode Island College, Providence College, and Johnson & Wales.
Ms. Pendola began her teaching career in 1984 with Westerly Public Schools as a speech/language therapist at Tower Street Elementary School. She then taught first grade at Bradford School from 1988- 1996 and was an active member of the “site based” management team. Ms. Pendola continued in her first grade placement, but relocated to Springbrook Elementary School, when it opened in 1996. From 2000-2001, she interned with Tower Street School Principal, Ms. Sylvia Blanda, in order to obtain her elementary/middle school principal certification.
Peace Dale Elementary School, located in South Kingstown, RI, welcomed Ms. Pendola as their building principal in 2001 where she served the district for four years. When the Bradford School principal position became available in 2005, Ms. Pendola was thrilled to return to Westerly Public Schools in that capacity. She is presently in her eleventh year as the Bradford Elementary School principal.
Throughout her career, Ms. Pendola has served on several School Accountability for Learning and Teaching (SALT) teams, has been an active PTO member for several schools and has chaired numerous committees. She has served as cooperating teacher for several students, served as GEMS-NET kit instructor, and has mentored WHS students for Senior Project. She is a member of the RI Association of School Principals.
Ms. Pendola was born and raised in this community. She is the proud parent of four children, Nicholas, Alexandra, Christopher and Alexander. She and her family have been involved with the Foster Care program for many years. Ms. Pendola enjoys playing social and competitive tennis, entertaining family and friends, spending time at the beach, and walking through the various Land Trust Preserves. She is a member of the St. Clare Church choir and also serves as a lecturer.
Ms. Pendola has enjoyed a very exciting career in education, especially her years working with the children and families in the Bradford area. However, she has recently decided that it is time for her to step down and focus on new endeavors. It is with a heavy heart that she will say goodbye, at the end of the 2015-2016 school year to all of the wonderful faces and experiences she has encountered over her last thirty years in education.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 37 Introductory Section: Administrator Biographical Information
Polly Gillie Dunn’s Corners School Principal
Polly Gillie is a graduate of the University of Rhode Island where she received her undergraduate degree in English Literature. After spending several years in business as the owner and operator of a local bakery in Westerly, she went back to school and received a Masters of Arts and Teaching from Rhode Island College. She then spent eleven years teaching at the elementary level and was fortunate to have had the opportunity to experience teaching at multiple grade levels. Ms. Gillie mastered her leadership skills as a member of the Principal Residency Network under the supervision of the former principal of Dunn’s Corners Elementary School.
In addition to obtaining her administrative degree, Ms. Gillie served as data analyst for Westerly Public Schools. In assuming this role, she supported teachers in the use of data analysis to drive instruction and to close learning gaps through Response to Intervention.
After serving as principal of Rhodes Elementary School in Cranston, R.I. for one year, Ms. Gillie was appointed principal of Dunn’s Corners Elementary School. Her primary efforts have been to support academic achievement and social responsibility of all students.
Susan Martin Springbrook Elementary School Principal
Susan Martin began her tenure in Westerly in August of 2015. Ms. Martin received a Bachelor of Arts in Psychology from the University of Connecticut in 1987. She went on to get a Master of Arts in Elementary Education in 1990 from Bridgewater State University and a Master of Arts in School Administration from the University of Rhode Island in 2011.
Ms. Martin is in her twenty sixth year as an educator. She worked in Providence Schools for twenty-two years. She spent seventeen years as a classroom teacher, and achieved National Board Certification in 2007. She then served as a reading coach from 2007-2011, and was Assistant Principal at Young Woods Elementary School from August 2011 through August 2012. She was Principal of Peace Dale Elementary School in South Kingstown from August 2012 through August 2015. Ms. Martin is currently a member of the Rhode Island Association of School Principals.
Page 38 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: Administrator Biographical Information
Audrey Faubert State Street School Principal
Audrey Faubert was born and raised in Westerly, RI and is a graduate of Westerly High School. She received her Bachelors of Science in Elementary Education from the University of Rhode Island and a Masters in Administration from Providence College.
Ms. Faubert began her teaching career as a Literacy Assistant at Tower Street School, Bradford School, and Dunn’s Corners Schools. She was then hired to teach first grade at State Street School. After four years in the classroom, she was approached by the superintendent to become Tower Street School principal. During her seven years at Tower Street School she wrote and was awarded a $550,000 grant for Comprehensive School Reform. A transformation in parent/community partnerships, math instruction and coaching also occurred during that time. Tower Street School was acknowledged as a Title I Distinguished School. She later presented on family engagement at the National Title I conference in Nashville, Tennessee and was then asked to present to the Appalachia Board of Educators in Louisville, Kentucky. She also assisted students, staff and families in the closing of Tower Street School.
Ms. Faubert transitioned to principal of State Street School in 2009. A new community was formed with the melding of current students and new students and staff who chose the SHARK as their mascot. Many successful initiatives have come to fruition at State Street School. An active PTO, School Improvement Team, and Family Engagement Committee lead activities for families and the community both during the day and evening hours. Curriculum nights focused on Literacy, Math and Science are a highlight of the school year. Walk to School Day, held twice per year, is a student and staff favorite. State Street School uses data to guide each students’ educational successes with a watchful eye on every students’ progress by Principal Faubert.
Ms. Faubert has mentored aspiring principals over the years. She presently serves on the District Evaluation Committee. She led the Elementary Report Card Committee, and was a member of the District Strategic Planning Committee. She is honored to be leading the students and supporting the Westerly Community. She resides in Westerly with her husband and four children. She enjoys time at the beach, any exercise outside, and spending time with her family.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 39 Introductory Section: Budget Process
Westerly Public Schools Consultants and Advisors June 30, 2015
Audit Firm Blum Shapiro 29 South Main Street West Hartford, CT 06127
Counsel Orsinger Nardone Lallo & Thomsen Law Offices 42 Granite Street Westerly, RI 02891
Bond Counsel Moses, Alfonso, Ryan LTD Suite 400 160 Westminster Street Providence, RI 02903
Financial Advisor Public Financial Management, Inc. (PFM) Suite 902 10 Weybosset Street Providence, RI 02903
Cash Management Washington Trust 126 Franklin Street Westerly, RI 02891
Page 40 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: Consultants and Advisors
FY 2016-2017 Budget Calendar
No Later Than Thursday, October 1, 2015: Town agencies and officials submit requests for capital improvement projects to the Town Manager for the Planning Board’s consideration. (Westerly Code Ch 22-28)
No Later Than Sunday, November 1, 2015: The School Committee submits to Town Council (through the Town Clerk) its estimated budget for the next three (3) years. (RIGL 16-2-21.2)
No Later Than Friday, November 13, 2015: Subsidy applications due to the Finance Director.
Tuesday, November 3, 2015: Joint Pre-Budget Meeting between the School Committee and the Town Council. At least 60 days, but no more than 90 days, prior to formal submittal of budget to town. (RIGL 16-2-21(a))
Tuesday, November 17, 2015: Planning Board meeting with departments to review capital improvement projects.
Monday, December 7, 2015: Munis will be available to staff for department budget entries.
No Later Than Tuesday, December 15, 2015: The Planning Board presents to the Town Manager, and makes public, a recommended capital budget and capital improvement program for the following four years. (Westerly Code Ch. 22-32). The Town Manager may add items to, delete items from or amend the proposed capital improvement budget & capital improvement program prior to its submission to the Board of Finance.
No Later Than Wednesday, December 23, 2015: Town agencies and departments submit budget requests to the Town Manager, with a copy to the Finance Director.
Monday, January 4 through Friday, January 15, 2016: The Town Manager will meet with Department Heads to review their budget requests.
No Later Than Monday, February 1, 2016: The School Committee submits a detailed proposed budget, including estimate of receipts and expenditures, to the Town Manager. (Town Charter, Article XI, §11-1- 7)
No Later Than Monday, February 15, 2016: The Town Manager submits the FY’16/17 proposed budget to the Finance Board and Town Council. (Town Charter, Art. III, §3-1-3)
February 15 – 19, 2016: Westerly Public Schools Recess – Finance Board budget meeting to be scheduled if necessary
Tuesday, February 23, 2016 at 6:00 pm, Town Manager’s Conference Room: First meeting of Board of Finance with the Town Manager and Department Heads as needed regarding the Municipal Budget. (Town Charter, Art. III, §3-1-4(b))
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 41 Introductory Section: Budget Process
Thursday, February 25, 2016 at 6:00 pm, Town Manager’s Conference Room: Meeting of Finance Board with the Town Manager and Department Heads as needed regarding Municipal Budget. (Town Charter, Art. III, Charter §3-1-4(b))
Tuesday, March 1, 2016 at 6:00 pm, Westerly High School Library: First meeting of Board of Finance with the Superintendent and School Committee regarding the School Budget. (Town Charter, Art. III, §3- 1-4(a))
Thursday, March 3, 2016 at 6:00 pm, Westerly High School Library: Second meeting of Board of Finance with the Superintendent and School Committee regarding the School Budget. (Town Charter, Art. III, §3- 1-4(a)) (if necessary) (If second meeting with the Superintendent is unnecessary, then this meeting will convene at the Town Manager’s office to continue through the Municipal Budget.
Tuesday, March 8, 2016 at 6:00 pm, Town Manager’s Conference Room: Meeting of Board of finance with the Town Manager and Department Heads as needed regarding the Municipal Budget. (Town Charter, Art. III, §3-1-4(b))
Thursday, March 10, 2016 at 6:00 pm, Town Manager’s Conference Room: Meeting of Board of Finance to form tentative Municipal and School Budgets. (Town Charter, Art. III, §3-1-4(b), §3-1-4(a))
Tuesday, March 15, 2016 at 6:00 pm, Town Manager’s Conference Room: Meeting of Board of finance to finalize Municipal and School Budgets. (Town Charter, Art. III, §3-1-4(b), §3-1-4(a))
Thursday, March 17, 2016 at 6:00 pm, Town Manager’s Conference Room: Meeting of Board of Finance to finalize Municipal and School Budgets. (Town Charter, Art. III, §3-1-4(b), §3-1-4(a))
Friday, March 18, 2016 – Monday, March 21, 2016: The Town Council has to submit a Notice of Proposed Property Tax Rate Change to the Department of Revenue, Division of Municipal Finance. The Town Manager will be seeking state approval of the proposed tax rate during this time period.
Tuesday, March 22, 2016 at 6:00 pm, Town Council Chambers: Public Hearing on the tentative School Budget formed by the Board of Finance followed immediately thereafter by Public Hearing on the tentative Municipal Budget formed by the Board of Finance. (Town Charter, Art. III, §3-1-4(b), 3-1-4(a))
No later than Monday, March 28, 2016 (Special Meeting): The Board of Finance transmits its recommended consolidated tentative Town Budget to the Town Council, providing a budget message of explanation along with the recommended Budget. (Town Charter, Art. III, §3-1-4(c)); Town Council Budget workshop to follow.
Thursday, March 24, 2016 – Monday, March 28, 2016: The Department of Revenue, Division of Municipal Finance will attempt, within three days, to notify the Town if the proposed tax rate is acceptable. It can take up to five days. After the notification from the Department of Revenue, Division of Municipal Finance, and the Town Clerk will submit an advertisement called a “Notice of Proposed Property Tax Rate Change” and the “Report to the Taxpayers on Current Proposed Budget” to the newspaper. (RIGL 44-35-6 and 44-35-7)
Wednesday, March 30, 2016 and Wednesday, April 6, 2016: The Town Clerk advertises Public Hearing on Finance Board’s recommended budget.
Page 42 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: Consultants and Advisors
Wednesday, March 30, 2016, 6:00 p.m., Town Manager’s Conference Room: Town Council first working meeting with the Town Manager and Finance Board.
Friday, April 1, 2016: The two notices, Report to Taxpayers on Current and Proposed Budget and Notice of Proposed Property Tax, required by the Department of Revenue, Division of Municipal Finances are published in the newspaper. Notice to be published at least 10 days prior to the hearing for adoption of budget and may not be placed in that portion of the newspaper where legal notices and classified advertisements appear. (RIGL 44-35-6 and 44-35-7)
Wednesday, April 6, 2016, 6:00 p.m., Town Manager’s conference room: Town Council second working meeting with Town Manager.
Wednesday, April 13, 2016, 6:00 p.m., Town Council Chambers: First Public Hearing on the budget. (Town Charter, Art. III, §3-1-5(a)) (Town Manager’s conference room: Town Council third working meeting with Town Manager, if needed)
Wednesday, April 20, 2016, 7:00 p.m., Council Chambers: Second Public Hearing to adopt the budget. (Town Charter, Art. III, §3-1-5(a))
Wednesday, April 20, 2016: At the conclusion of the public hearing, the Town Council must file its proposed budget, with any changes from the Finance Board’s recommendation, with the Town Clerk. (HRC, Art. III, 3-1-5(a))
Wednesday, April 27, 2016: The Town Clerk publishes the Council’s proposed budget in the newspaper. This notice indicates all items and amounts that have been altered, deleted, or added from the Finance Board’s recommended budget. (Town Charter, Art. III, §3-1-5(b))
Thursday, May 5, 2016: Townspeople have until this date to file a petition contesting any of the proposed budget items. If no petition is filed by this date, the budget is considered adopted. (Town Charter, Art. III, §3-1-5(c))
Tuesday, May 10, 2016: The Board of Canvassers has until this date to validate the signatures on any budget petition. (Town Charter, Art. III, §3-1-5(d))
Thursday, June 9, 2016: If there is a referendum, it must be held within 32 days of the date the Board of Canvassers validates the budget petition. (Town Charter, Art. III, §3-1-5 (d))
Budget will be considered final upon certification of the results of the referendum (if any) by the Board of Canvassers.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 43 Introductory Section: Proposed Capital Request
To: Roy Seitsinger – Superintendent
Date: 10/02/2015
From: Deb Bridgham – Finance Director
Subject: Westerly Public Schools 2016-2017 Proposed Capital Request
After input and discussion with you and our district administrators, the finance office is submitting the recommended priorities for School Committee approval at the October 7, 2015 meeting. Once we receive approval from the School Committee, my office will submit all necessary documents to the Town Manager.
# 1 District Safety and Security - $25,000 A two year program to replace classroom locks for a total estimate cost of $50,000. Replacement will provide for security enhanced door lock system.
#2 School Buses: $675,000 Two (2) 2 passenger van, Six (6) 71 passenger buses, and One (1) 19 passenger bus with air conditioner and wheel chair accessibility.
# 3 High School Gymnasium Bleachers - $201,000 Ward building bleachers are 38 years old. Replacement needed to meet existing ADA requirements to be in compliance.
# 4 Elementary School Playground - $93,000 A three year program to replace and/or upgrade current equipment for a total of $280,000. District will prioritize the project based on the professional recommendation given by our certified playground inspector.
#5 Chromebooks - $250,000 Chromebooks and Chrome boxes to expand the Chrome footprint to include elementary schools and high school and augment our deployment of the middle school.
#6 Bus Depot - $650,000 The current bus depot located on Springbrook Road, is no longer a viable location due to water aquafer issues. This cost is a preliminary estimate to build a 3 bay garage, which will include storage for bus parts and office space for the dispatcher and director.
# 7 High School Public Address System - $85,000 This system will include the address system, sound system, and lighting control for the Babcock Hall auditorium. The auditorium will be enhanced by reopening the control booth and the procurement of a dimmer pack.
# 8 High School Campus Fencing - $85,000 Additional perimeter security to protect grounds and improve pedestrian flow.
Page 44 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Introductory Section: Proposed Capital Request
# 9 Bradford School Septic System - $90,000 This system will include a new leach field and grease tank. With the assistance of the Town Water department, a temporary solution is in place until the system is upgraded.
#10 Fiber Ring - $187,040 Phase I of installation of Fiber Optic Ring that will provide wide area network throughout the Town of Westerly. This is a four year project which will be completed in three (3) phases. The total estimated cost is $983,000. This will provide opportunities for the town and school to share technology infrastructure which includes servers and should reduce cost. The design is critical to downtown non- profits (YMAC & Library) who can take advantage of this technology. This will be a platform for downtown cameras and free WIFI in the park and downtown district. This will attract technology based businesses needing this resource. Phases II and III will connect the Police Station and Middle School.
#11 Hardware and Software for Data Center -$150,000 Central computing system for the district including staff and student files.
# 12 Skyward Student Management Suite -$102,184 New student information system.
# 13 WHS Technology Upkeep and Replacement $76,800 Student use technology equipment purchased in 2013 is reaching the industry standard timetable for maintenance and/or replacement of these items.
# 14 Springbrook School Parking Lot- $225,000 Parking and access improvements. Springbrook School has insufficient parking for staff and for student drop off and pick up. The current design has the potential to cause safety issues and needs to be redesigned to current safety standards.
Other District Capital Request Smart Board Replacement $45,000 Middle School Auditorium Light and Sound: $50,000 Babcock Hall Auditorium Seating $75,000 High School Portable Stage $57,000 New Phone System @ elementary schools and tower street $ 39,852 Elementary School Infrastructure Upgrades $370,000
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 45
ORGANIZATIONAL SECTION
Organizational Section: Administrative Contact Information
Westerly Public Schools Facilities Locations
A = Bus Depot B = Springbrook Elementary
C = Bradford Elementary D = Tower St School Community Center E = High School/Administration Offices F = State St Elementary G = Middle School H = Dunn’s Corner Elementary
Total Area 74.8 square miles 30.1 square miles land 44.7 square miles water
October 2015 Enrollment Total Classroom Average School Address Grades Student Teachers Classroom Bradford Elementary 15 Church Street PK * 94 4 12.0 Bradford Elementary 15 Church Street K – 4 87 5 17.4 Dunn’s Corners Elementary 8 ½ Plateau Road K - 4 284 15 18.9 Springbrook Elementary 39 Springbrook Road K – 4 339 15 22.6 State Street Elementary 35 State Street K – 4 357 18 19.8 Westerly Middle 10 Sandy Hill Road 5 – 8 869 Westerly High 23 Ward Avenue 9-12 860 Other Home Schooled 54 Homebound/Tutored 0 Outside Placed 40 Chariho Career and Tech 53 Charter Schools 46 *PK Students at Babcock Hall 50
Page 48 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: School Building Information
Westerly Public Schools Administrative Offices Babcock Hall 23 Highland Avenue Westerly, RI 02891
Superintendent Roy M. Seitsinger Jr., Ph.D. Executive Assistant Rose Falcone Phone: 401-315-1516
Assistant Superintendent Alicia J. Storey Executive Assistant Catherine Blanchette Phone: 401-315-1517
Director of Finance Debra J. Bridgham Finance Assistant Ian Stammel Phone: 401-315-1502
Director of Pupil Personnel Melissa Denton Executive Assistant Sandra Algiere Phone: 401-315-1533
Human Resources Coordinator Deb Kopech Administrative Assistant Jean Tomao 401-315-1510
Technology Director Mark Lamson Administrative Assistant Tia Emard 401-315-1551
School Bus Transportation 8 Springbrook Road Westerly, RI 02891 Director of Transportation Peter Denomme Phone: 401-315-1511
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 49 Organizational Section: District Narratives
Westerly Public Schools: Administration
Westerly Public Schools educates approximately 3,000 students from preschool to grade 12. Central office administration provides support and leadership to the students and approximately 600 certified and non-certified staff. Our main administrative objective is to assist building-based personnel in reaching the district’s goal of having all students and staff excel academically and professionally in order to attain recognition as a premier district in the region.
The Superintendent of Schools is responsible for the overall leadership and management of all programs and personnel within Westerly Public Schools and the implementation of the Strategic Plan and School Committee policies and goals. He reports to a seven member elected School Committee. The leadership team comprised of the Superintendent and the School Committee plan to continue its work with the professional development process using the Key Work of School Boards, a nationally vetted set of standards and expectations. The team is committed to continued improvements across all aspects of the organization.
The following departments constitute Westerly Public Schools Administration: Curriculum and Instruction, Pupil Personnel and Student Services, Finance, Human Resources, Technology, Facilities, and Transportation.
Performance Measures Full Implementation of the Strategic Plan Improvement of Graduation Rate Improvement in Reading and Math Skills for all Students Improvement in Scores on State Assessments Increase in Number of Advanced Course Offerings Increase in the Number of Students Planning for Post-Secondary Education Improve Early Childhood Options
Page 50 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: District Narratives
Curriculum and Instruction
The Assistant Superintendent, working with the Superintendent and the Leadership Team, designs, implements and directs the instructional initiatives of the district, including selection of curricular and assessment materials, implementation of staff development, staff evaluation programs and practices, and management of all related certified and non-certified personnel within the individual school sites. The Assistant Superintendent is responsible for overseeing the implementation of and adherence to the requirements of the Rhode Island Basic Education Program (BEP), the Council on Elementary and Secondary Education Initiatives, Every Student Succeeds Act (ESSA) legislation, the WPS District Strategic Plan, the demands of implementing to the Common Core State Standards (CCSS), preparation for the new state assessment Partnership for Assessment of Readiness for College and Career (PARCC) and the Next Generation Science Standards (NGSS).
Highlights from 2015-2016 year include: Standards based CCSS aligned elementary report cards. Environmental Literacy Pilot, WPS and the Westerly Land Trust awarded grants from the RI Foundation and the Forrest and Frances Lattner Foundation for pilot implementation. WPS Parent Academy series “Parents Can Help with Math” received national acknowledgement from Associated Press and ASCD SmartBrief. NBC Channel 10 News features educators Felicia Connelly, Peggy Delvecchio, Carolyn Gencarelli, Principal Polly Gillie and STEM coordinator Sharon Ficarra. WHS Culinary Arts educator, Chef Finkelstein, recognized as RI Hospitality Association Teacher of the Year. WHS Band Director, Sarah Ferry, honored by School Band and Orchestra Magazine as RI’s State Band Director winner. WHS student, John Perino, wins regional American Mathematical Society competition “Who Wants to be a Mathematician”. WHS Reading Specialist Beverly Smith named one of five (5) National Scholastic Educator Award winners for her dedication to supporting her students make remarkable achievement in reading. TSSCC Director Joan Serra wins the 2015 Champion of Children Award from the Washington County Coalition for Children (WCCC). Twelve (12) WPS elementary students named to The Rhode Island Music Education Association (RIMEA) first Elementary All-State Chorus. WHS students Harrison Svihla, Sam Marino and Alex Phend have their film “Flame Wars” chosen as an entry in 2015 GiveMe5 Student Film Festival. Music students and teachers in grades 3, 4, and 5 participate in the RI Philharmonic’s Link Up program culminating with an interactive concert with the RI Philharmonic through generous funding from The Royce Foundation. WHS educators MJ Utley and Tom Albamonti, named State Winner in the 2015 Samsung Solve for Tomorrow contest.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 51 Organizational Section: District Narratives
Objectives: Establish a guaranteed and viable curriculum Promote effective instruction for all students Evaluate curriculum, instruction and assessment Promote outstanding achievement, high standards and expectations for learning Plan and allocate resources for building instructional and leadership capacity through sustained professional development Implement the Common Core State Standards (CCSS) Prepare for the administration of the Partnership for Assessment of Readiness for College and Careers (PARCC) Meet the precepts of the Basic Education Plan (BEP) pertaining to curriculum, assessment and instruction as set forth by the Council on Elementary and Secondary Education
Page 52 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: District Narratives
Pupil Personnel and Student Services
The Office of Pupil Personnel continues to review our compliance with both federal and Rhode Island regulations to ensure that we are providing a Free Appropriate Public Education (FAPE) to students who are eligible. We conduct file audits and provide trainings based on our findings. In addition, we reflect on the needs of our students throughout the year to make sure our hierarchy of services are meeting students’ needs in their least restrictive environment and are providing access to the general education curriculum.
Decisions are based on student need first; however, we are fiscally responsible for our decisions in purchasing resources/equipment, signing contracts with outside providers, and appointing both certified and paraprofessional staff. We are working with the finance department to file for the maximum reimbursement possible from both Medicaid and the state, based on our extraordinary costs each year.
Westerly recently was notified that we remain at 100% compliance for meeting indicator 11 for the RI Department of Education’s standard for evaluation timelines. We were also noted last month as having no administrative claim findings that required action during our recent Medicaid technical review. We look forward to our School Support Visit that will take place the first week of March 2016 which will identify both our strengths as a district in special education, and our areas of continued growth. The state’s report will focus our continued work on improving the effectiveness of our services.
Westerly currently has 46 students who are serviced out of district at special education schools based on their therapeutic needs and/or disability. Westerly meets with the out of district placement faculty at each school on a regular basis to review student progress always with the focus on transitioning the student back to their home school. In addition, we continue to add services to our continuum within district to be able to meet the needs of Westerly’s students.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 53 Organizational Section: District Narratives
Early Childhood WPS Early Childhood Programs have been recognized for excellence in providing high quality Early Childhood Education for Westerly’s youngest learners over the past years. Most recently, to remain in the forefront, staff has taken full advantage of the opportunities provided through the Race to the Top Early Learning Initiative (RTT-ELI).
RTT-ELI focuses on improving early learning and development programs for young children by supporting State efforts to: (1) increase the number and percentage of low-income and disadvantaged children in each age group of infants, toddlers, and preschoolers who are enrolled in high-quality early learning programs; (2) design and implement an integrated system of high-quality early learning programs and services; and (3) ensure that any use of assessments conforms with the recommendations of the National Research Council's reports on early childhood education.
Highlights of Programs: FY 2014 Early Childhood (EC) staff 1) Self-assessments, assistance provided through RIDE 2) Domain assessments: Learning Environments Teacher Qualifications Program Leadership Continuous Quality Improvement Curriculum Child Assessment Inclusive Classroom Practices & Family Communication and Involvement From these assessments goals were developed and efforts focused on continuous program improvement.
FY 2015 Bright Stars Participation Babcock Hall and Bradford School Preschool were awarded 4 stars Highest rating in the community Quality Improvement Grant Award $48,000 Facility Improvement Grant Award $10,000 As a benefit of full participation in all initiatives, the EC Coordinator was awarded Technical Assistance through the Center for Early Learning Professionals to assist in guidance on grant management and program improvements.
Grant Funded Purchases: Curriculum Kits Curriculum Supplies for Classroom and Playground Furnishing for Classroom and Outside Area Professional Development related to: Autism, Standards and Assessment, Transition from Pre-K to Kindergarten relating to Common Core and Creative Curriculum training Playground Safety Inspections and Blue Prints for Babcock Hall and Bradford
Page 54 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: District Narratives
Human Resources
The mission of the Human Resources Office is to support Westerly Public Schools employees and promote a work environment characterized by open communications, personal accountability, fair treatment of all employees, trust, mutual respect, and equal opportunity for learning and personal growth. The office is the catalyst that endeavors to ensure employee success in the performance of the Westerly Public Schools mission.
The Human Resources Office mission is accomplished by: Recruiting the most qualified people Recognizing and encouraging the value of diversity in the work place Retaining valued employees Assuring effective leadership qualities in Administration Developing the full potential of our workforce through training and professional development Enhancing two-way communications between employees and Administration Supporting a safe, healthy and secure work atmosphere that is cognizant of the goals of our employees Establishing, administering and effectively communicating sound policies, rules and practices that treat employees with dignity and equity while maintaining Westerly Public Schools compliance with employment and labor laws, management directives and labor agreements Conducting exit interviews and providing feedback to Supervisory staff
2015 Fiscal Year Statistics and Highlights: Member of negotiating team and implemented requirements from WTA collective bargaining extensions Member of negotiating team and implemented requirements of Bus Monitor collective bargaining agreement Provided research, support and guidance to the implementation of the tier program for paraprofessionals Employee Postings processed: 43 New Employee Orientations provided (Permanent/Substitute/Temporary Employees): 30 (Sessions may include more than one new employee): 5 sessions Employee Voluntary Terminations processed: 20 Professional Development/Information Sessions provided: 4
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 55 Organizational Section: District Narratives
Finance
Mission Statement: Provide clear, accurate, and timely financial information services and reporting within the organization and to the public. Provide for the safekeeping and the prudent investment of all town and school funds, as well as strict financial budgetary controls over all departments. Collect all revenues of the town in a courteous and equitable manner.
Administration All phases of financial activities of the school government, coordination of all activities and planning, and implementation of new financial procedures fall within the area of responsibility of the Office of Finance. The Finance Director works directly with the Superintendent of Schools and the Town Manager assisting in financial research, statistical analysis, budgeting and fiscal policy making, as well as providing general supervision over all divisions of the Finance Department. The Finance Director administers the school and town insurance programs and assures that proper compliance, reporting and accounting requirements are met. The Finance Director also administers the district food service program and compliance of all federal and state grants.
Deputy Finance Director The Deputy Finance Director is directly responsible to the Finance Director. The Deputy Finance Director maintains all books and performs a “continuing internal audit” of various governmental activities. The Deputy provides accounting supervision over all departmental activities as well as the day-to-day cash flow analysis, investment scheduling and maintenance of Town and School assets.
Tax Collections/Accounts Receivable The Tax Office receives and is responsible for all revenues for the School District and Town. The office provides detailed analysis of the various revenues received by category as well as maintenance of individual accounts, payments and receivable records for property taxes, water user fees and many varied miscellaneous fees charged by the Town and School such as preschool tuition, out of district transportation, building rentals and community service programs.
Accounts Payable/Payroll The Accounts Payable and Payroll staff maintain appropriate ledger control for all funds and disburse all monies from these accounts as well. Pre-audit of vendor invoices and payroll processing are important functions for School and Town employees.
Purchasing The Finance office oversees the purchasing function and provides assistance to other departments when required. The purchasing agent is responsible for all Request for Qualifications (RFQ) and Request for Purchase (RFP). The purchasing agent ensures that all procurement laws are followed, while receiving the desired quality and obtaining the lowest possible cost.
Page 56 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: District Narratives
Technology
While a significant portion of the technology budget is allocated towards software, a hardware refresh cycle is also imperative. In previous years, software and hardware funding has been spread throughout various departments and school site budgets. We have worked in coordination with finance and curriculum to consolidate these expenditures into centrally managed, macro budgets for software, hardware, and services. In order for this consolidation effort to continue its success, we need to closely coordinate purchasing and budgeting procedures to ensure that the funds follow the items authorized for purchase. Throughout this process, funds have been reallocated from other sources to accommodate current spending levels. The proposed budget accounts for the completion of this transition. This will maximize utilization of funds and simplify accounting and budgeting procedures for software needs in the future. The projected budget also incorporates funds to begin migration of our Student Information System to one of RIDE’s preferred vendors, accommodate for additional licensing costs to increase security throughout the district, and support increased software licensing associated with curriculum initiatives, as well as data processing, disaster recovery and continuity of teaching and learning operations. For example, in preparation for Super Storm Sandy, the entire district’s data center was replicated. While the synchronization took well over 60 hours, it is our critical infrastructure, i.e. Internet, WAN, and software that allows for both backup and recovery operations, as well as normal day to day operations. Currently our data center and backups reside within Westerly; however, with the options of the Cloud becoming more viable and affordable each year, we have started testing Backup and Disaster Recovery operations with our partner OSHEAN to locate data and operations further off site, which is a highly recommended IT best practice.
Working with the finance department, we have adopted a leasing model to more effectively leverage technology funding for hardware. We have a significant need to continue our purchasing of computers to support the upcoming PARCC testing and replace aging technology throughout the district. The upcoming national PARCC testing will test students in all districts throughout the state and throughout much of the country. In order to deliver the PARCC test in the most efficient and effective manner, additional computers will need to be procured and our hardware replacement cycle should be continued. Moreover, our overall capacity must also increase for Internet, wireless and wired infrastructure, and the total overall number of devices available for student use – moving towards a 1 to 1 model which will be rolled out beginning in grade 9. All devices and computers used by students must be outfitted with keyboards, mice and headsets, have a minimum screen size of 9.5” and run newer operating systems such as Windows 10 or Google’s Chrome OS. These are the newest specifications provided by PARCC. Most of the leasing dollars will be spent on mobile units that can be allocated in a just-in-time model. When not being used for PARCC testing, these mobile units will be distributed to teachers and students for use during their day-to- day activities to maximize the value and use on the investment. Last year, we allocated a significant investment of our leasing dollars to outfit elementary teachers with Windows based laptop/tablets to allow them to infuse more technology into their day-to-day curriculum.
Because of the exponential growth of the Internet, each year we have to increase and expand our internet bandwidth. However to meet the PARCC minimum requirements per student, as well as the exponential growth which the curriculum requires on a daily basis, we must continue to make incremental increases in bandwidth and infrastructure. Such increases significantly impact our budget for both hardware and Internet access. We plan to increase funding for bandwidth in steps from $35,000 a year to $85,000 in FY 15 to $135,000 in FY 16. Internet access is partially reimbursed by E-Rate at a rate of 56%.
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Transportation
Westerly Public Schools provides suitable transportation to every eligible student in a manner consistent with Sect 16-21 of the RIGL. It is the responsibility of the Superintendent of Schools (or designee) to administer the policy. It is the responsibility of the School Committee to approve bus routes prior to the start of the school year.
The main responsibility of the bus fleet is to transport students to and from their home on a daily basis. The fleet is also used to transport children to extracurricular activities, field trips and afterschool enrichment program. Westerly supports local organizations by providing transportation services for a nominal fee.
The Westerly Transportation Department is dedicated to providing safe, professional and reliable transportation. On a daily basis, transportation is provided to 2752 of the 3414 district students. Our busses run one-hundred and fifty-two (152) routes, travel to twenty-four (24) locations in Westerly and around the State of Rhode Island and utilize thirty-five (35) busses daily.
The Westerly bus fleet is owned and operated by Westerly Public Schools. The fleet consists of:
Quantity Passenger Limit Style Use 2 16 Bus Special Ed Students 1 14 Bus Special Ed Students 1 19 Bus Special Ed Students 1 15 Van Internship 18-21 yr. 1 15 Bus Internship/Sports 4 15 Wheel Chair Bus Special Ed Students 2 19 Wheel Chair Bus Special Ed Students 36 71 Bus General Population
Westerly Public Schools has incorporated innovated technology utilizing Seon transit safety solutions, which incorporates the digital video recording equipment and GPS system on all school buses. Each bus is also equipped with a Child Checkmate button. All of these systems provide optimal safety for our students and staff.
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Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 59 Organizational Section: Building Narratives
Westerly High School 23 Ward Avenue & 23 Highland Avenue Westerly, RI 02891
Principal-Todd Grimes Assistant Principal-Anne Greene Assistant Principal-Mary Nancy Toscano Phone: 401-596-2109 Fax: 401-315-1586 Web: whs.westerly.k12.ri.us
Westerly High School Budget Overview
School Mission To create a culture of personalized learning with high expectations that enables all students to become lifelong learners.
School Operations Westerly High School is a quad campus comprised of two buildings (The Ward Building and Babcock Hall), with programs located at the Tower Street School Community Center. The complex is comprised of a football field, track and field spaces, two auditoriums, a 15,000 volume collection library and media center and one gymnasium. The completion of the major renovation in 2012 resulted in a state of the art science and technology wing, new art classrooms, and updates that included new flooring, windows, ceiling and presentation technology (Smart Boards).
Housed in the Ward Building are the core content disciplines of English, science, and social studies along with technology and music departments. Babcock Hall houses world language, fine arts, culinary arts, family consumer science, and business. The first floor of Babcock Hall is primarily occupied by Central Administration and Pre-K. Westerly High School also has an off-site project based alternative learning program located at Tower Street School Community Center site where Bradley Hospital’s behavioral program was recently relocated. In addition to a robust comprehensive curriculum, Westerly students have the opportunity to study vocational arts at the Chariho Career and Technical Center.
Our curriculum includes pre-engineering, cosmetology, astronomy, graphic arts, computer repair, video production, theater, academic support, and more than a dozen opportunities for students to earn college credit while in high school. Many extracurricular activities are offered such as student council, the Barker (school newspaper), academic decathlon, music, chess club, SADD, VASSA, athletics, as well as unified basketball and volleyball teams and finally our newest activity, Robotics Club.
A focus on high standards, rigor and a commitment to developing each student has Westerly High School earning high marks for full accreditation from New England Association of Schools and Colleges (NEASC), a Commended rating from the Rhode Island Department of Education, as well as being recognized by AP as a honor roll school and a US News and World Report Bronze award winner. Our success is the result of a comprehensive assessment of programs and protocols that include both
Page 60 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: Building Narratives external and internal components for the purpose of setting our strategic outlook and to establish improvement goals and objectives. The assessment includes a study of our NEASC accreditation report, the Commissioner’s Review Report, a self–study using the New England Secondary Schools Consortium (NESSC); Global Best Practices Assessment Instrument, results of student performance on the SAT’s, AP Exams, NECAP and the international assessment PISA.
Our focus is to graduate independent innovative learners ready for college, the workplace, and challenges of the 21st century. This focus is so that our students are able to critically think, problem solve, communicate, engage, employ research, and assess their work in an environment that is fluid, technology dependent, and demands that they possess interpersonal skills.
School Objectives Budget Requirements: Create effective sustainable practices, policies, and partnerships that will support and enhance the ongoing reinvention of Westerly High School Increase the percentage of students meeting or exceeding proficiency in reading, writing, math, and science Develop a comprehensive curriculum aligned to 21st-century skills Continue the transition to full implementation of the Common Core State Standards Move the paradigm: student to learner and teacher to educator Decrease dropout rate Sustain the problem-based and project-based alternative learning program at Tower Street School Community Center
Budget Proposals for 2016-2017 Continue to develop in-school and after-school academic intervention programs for struggling learners Provide extensive professional development for staff, to integrate 21st century skills into all content areas, as well as provide instruction in differentiating content Develop alternative pathways/extended learning opportunities towards earning a diploma that may include flexible scheduling Support a comprehensive math redesign to meet the expectations of CCSS Continue the NWEA assessment program Develop a personalized learning approach for each student utilizing Global Best Practices Continue supporting expansion of curriculum through VHS programs Develop a P-Tech 9-14 Model Support new initiatives for cross disciplinary collaboration Provide extensive professional development for staff in technology integration to improve instruction Support vertical articulation with middle school via organizational redesign Expand visual, musical and theatre arts program offerings Develop a comprehensive plan to support ninth grade transition, including addition of ninth grade teams for incoming ninth graders
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Westerly Middle School 10 Sandy Hill Road Westerly, RI 02891
Principal-Paula Fusco Assistant Principal-Stuart List Phone: 401-348-2750 Fax: 401-348-2752 Web: wms.westerly.k12.ri.us
Westerly Middle School Overview
School Mission “The Westerly Middle School is a community of diverse learners committed to excellence and respectful relationships for all. The school’s organization, programs and instruction are standards-based, developmentally appropriate, and designed to meet the unique social, emotional and intellectual needs of every Westerly Middle School student. Measuring success one child at a time, the Westerly Middle School community strives to ensure that all students will become life-long learners and respectful, productive citizens.”
School Operations Westerly Middle School houses grades five through eight, organized so that teams of teachers and their students truly become small learning communities. A block schedule model provides students with daily exposure to the four core subjects (math, science, social studies and language arts) as well as various ‘specials’ based on grade level. World language is offered to all fifth through seventh grade students as an exploratory language and culture course and is a Level I, full-year option for eighth graders. WMS promotes adolescent holistic wellness and, through the RI Comprehensive School Counseling Model, creating Individual Learning Plans that address students’ academic, personal/social and career goals. As appropriate, we develop Personal Literacy Plans, Personal Math Plans and Behavior Support Plans through the Response to Intervention process. WMS has instituted the PBIS approach to school-wide discipline—focusing on explicitly teaching, modeling and practicing expected behaviors and recognizing students who meet or exceed these expectations. Additionally, our PAWS advisory program, the Olweus Bullying Prevention Program, Restorative Practice and the ‘One Book, One School’ initiative, all actively promote a positive and productive learning environment.
Performance Measures Westerly Middle School has implemented PLATO, an online, standards based program to address math learning gaps for all grade levels. Teachers and administrators utilize data from other classroom-based assessments, AIMSWeb, NWEA, attendance reports and discipline profiles to make decisions regarding necessary student supports that are tailored to the needs of each individual.
Goals 2016-2017 Increase the number of students achieving proficiency on multiple measures including PARCC, NWEA, AIMSWeb, NECAP Science, district on-demand writing prompts and classroom level common assessments
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Continue to study and incorporate the key curricular shifts found in the Common Core Standards Sustain a successful and comprehensive transition plan from each of the four Westerly elementary schools to Westerly Middle School, and from Westerly Middle School to Westerly High School Continue to implement positive culture initiatives while decreasing bullying incidents at Westerly Middle School Improve teachers’ ability to utilize various data points in making classroom-level instructional decisions (e.g. attendance data, SWIS data, NWEA data, formative assessment data)
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Bradford Elementary School 15 Church Street Bradford, RI 02808
Principal-Debra Pendola Phone: 401-348-2283 Fax: 401-348-2288 Web: bes.westerly.k12.ri.us
Bradford Elementary School Overview
School Mission “In an environment that encourages respect and promotes life-long learning, the Bradford School will provide an opportunity for each child to achieve educational success. In collaboration with families and community, the school will enhance growth opportunities for all children by providing them quality curriculum and instructional practices that will allow them to realize their highest potential.”
School Operations Bradford School houses 81 children in grades kindergarten through grade four, 49 preschoolers at our Bradford School site and 49 preschoolers are at our Babcock Hall location. We provide both morning and afternoon preschool sessions. Five heterogeneously grouped classrooms consisting of one full-day kindergarten, one 1st grade, one 2nd grade, one 3rd grade, one 4th grade comprise our K-4 configuration.
Our school is a school wide Title 1 school, with a 0.6 FTE building administrator, 1.0 FTE elementary curriculum leader and 1.0 FTE reading specialist. We have 2.0 FTE speech and language pathologists - two assigned to preschool and K-4. We have 2.0 FTE special education resource teachers, one assigned to the district severe profound population and one to service K-4 resource students. We have a 0.8 FTE social worker, a 0.5 FTE school psychologist and a part time diagnostician. We have part-time specialists in physical education, art, music, and library media, and a 1.0 FTE literacy assistant. We have three 1:1 teacher assistants assigned to special needs students, seven preschool assistants, one K-4 assistant, and one Kindergarten assistant. In addition, we have one school year executive secretary, one building assistant, one day and one evening custodian. Our parent liaison, funded through Title 1, provides assistance in making stronger connections between school and home, in addition to organizing our Before and After School programs. Additionally, three lunch/recess aides supervise cafeteria and playground activities for 1.5 hours daily. Our Parent Teacher Organization, along with our School Improvement Team, is extremely active in providing direction and support as we work together toward meeting our goals.
School Objectives Continue to focus on the implementation of the Action Response Plan to the RIDE (2013/2014) Classification Report. Monitor the progress and success of plan through SIT/ faculty meetings Promote a positive school culture through the continued implementation of PBIS, reinforcing the three B’s- be respectful, be responsible, be safe
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Challenge students to reach levels 4 and 5, meet and exceed expectations, in areas of reading, writing, mathematics and science, while closing performance gaps with special education students Support the various professional learning communities operating within our school, utilizing the expertise of our Elementary Curriculum Leader, in order to promote and sustain a positive school culture and instructional programming conducive to student learning and staff professional growth Continue to implement the Bradford School Parent Involvement Policy, as required by Title 1, in order to provide a continuum of activities, communication, and support services to enhance positive home-school relations and to meet the changing needs of our students and families
Performance Measures Students in grades K-4 will increase reading proficiency by making one year’s growth in reading accuracy Students in grades K-4 will meet rigorous, yet attainable targets in foundational math skills as measured by Math AddVantage/MR assessments By June 2016, students in grades 3 and 4 will meet or exceed the standards for mathematics, reading, and science, as measured by PARCC and Science NECAP By June 2016, 95% of all parents will be involved in the educational process to aid in the successes of their children, as measured by participation in parent-teacher conferences, school volunteer programs, before and after school programs, annual Title 1 meeting, family engagement activities, and/or participation in the Bradford School Parent-Teacher Organization By June 2016, 100% of all classrooms will have technology integrated into instruction on a daily basis including interactive white boards and IPads in all PreK-4 classrooms. Grade four students will have individual IPads with keyboard dock with funding for apps. (To date, all K-4 classrooms, art/music, and library all have interactive white boards; Preschool teachers have IPads.)
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Dunn’s Corners School 8 ½ Plateau Road Westerly, RI 02891
Principal-Polly Gillie Phone: 401-348-2320 Fax: 401-348-2325 Web: dcs.westerly.k12.ri.us
Dunn’s Corners School Overview
School Mission “Dunn’s Corners School provides developmentally appropriate experiences for every child in a caring and stimulating learning environment in order to establish the foundation for lifelong success with learning.”
School Vision “Dunn’s Corners Elementary School will promote INDIVIDUALIZED whole child learning through authentic experiences and meaningful partnerships.”
Operations Dunn’s Corners School was opened in 1967 and expanded in 1995. Current enrollment is 287 students in grades kindergarten through 4. There are 15 heterogeneously grouped classrooms consisting of three full-day kindergartens, three 1st grades (one of which is a 0.6 and 0.4 job-share), three 2nd grades, three 3rd grades and three 4th grades. Our grade 4 classes are departmentalized according to subject area: ELA, Math, and Science. Support staff for students includes one full-time (1.0 FTE) curriculum leader, one full- time (1.0 FTE) reading specialist, two part-time (0.5 FTE) speech and language pathologists, one full-time (1.0 FTE) literacy assistant, two full-time (2.0 FTE) special education resource teachers, one half-time (0.5 FTE) school psychologist and a half-time (0.5 FTE) LEA. Dunn’s Corners School supports one district- wide, self-contained special education program. The Behavior Support Program services elementary- aged students who require significant behavioral modifications. This program is serviced by a full-time (1.0 FTE) special education teacher, a full-time (1.0 FTE) social worker (who also services the entire school) and three (3.0 FTE) special education teacher assistants. In addition, we have one full-time (1.0 FTE) physical education teacher, one part-time (0.15) physical education teacher, one full-time (1.0 FTE) school nurse teacher, one part-time (0.5 FTE) art teacher, two part-time music teachers (0.3 FTE and 0.4 FTE), two part-time (0.8 and 0.2 FTE each/job-share) library/media teachers, four (4.0 FTE) special education resource teacher assistants, two part time (0.5 FTE) kindergarten teacher assistants, one (1.0 FTE) school-year executive secretary, one (1.0 FTE) building assistant, one (1.0 FTE) day custodian, one (1.0 FTE) night custodian, and one (1.0 FTE) principal. Additionally, six lunch and recess aides supervise cafeteria and playground activities for three hours daily. Parent volunteers are a valuable resource and provide classroom assistance within the school environment on a regular basis.
School Objectives ● Maintain and improve high levels of academic achievement in reading, mathematics and science ● Improve academic achievement in writing ● Close the performance gap between general and special education
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● Promote positive school behaviors and pro-social attitudes that increase academic learning ● Promote organizational efficiency and protection of assets
Performance Measures ● District leadership members and staff at Dunn’s Corners Elementary School began using Northwest Evaluation Association (NWEA) data during the 2014-15 school year. NWEA assessment data continues to be used by Dunn’s Corners faculty as one of our multiple measures. This data set is used to inform instruction in ELA (Vocabulary Acquisition, Informational Text, and Literature) and Math (Operations and Algebraic Thinking, Numbers and Operations, Measurement and Data, and Geometry). ● Under the guidance of the Rhode Island Department of Education, all elementary aged students enrolled in Westerly Public Schools in grades 3 and 4 were administered the PARCC assessment. The baseline data for year one of this state-wide assessment recognized that overall 41% of students in 3rd and 4th grade at Dunn’s Corners met or exceeded the standard in English Language Arts compared to the State of RI average of 37.5 % and 49% of students in grades 3 and 4 met or exceeded the standard in Mathematics compared to the State of RI average of 31%. ● The 2015 Science NECAP assessment for 4th grade students indicated that 64% of students met the standard in science compared to 47% in 2014.
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Springbrook Elementary School 39 Springbrook Road Westerly, RI 02891
Principal-Susan Martin Phone: 401-348-2296 Fax: 401-348-2305 Web: ses.westerly.k12.ri.us
Springbrook Elementary School Overview
School Mission “The Mission of Springbrook Elementary School is to provide a safe learning environment, fostering and encouraging each child to become a productive citizen, taking responsibility for self, respecting others, and supporting community.”
School Operations Springbrook School consists of fifteen heterogeneously grouped Kindergarten through grade 4 classrooms. There are three sections of each grade level and approximately 337 students. All of Westerly’s elementary level English Language Learners (ELL) students also attend Springbrook. 2.5 ELL teachers and 2.0 ELL aides/translators provide instruction and services. The support staff includes 1.5 reading specialists, a 1.5 speech and language pathologists, 3.0 special education resource teachers, a 1.0 social worker and a .5 school psychologist. All students also have physical education, art, music, and library media classes. The School Improvement Team, the Grade Level Teams and the Building Curriculum Leader, and the P.T.O. actively provide direction and support toward meeting Springbrook’s goals.
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School Objectives Improve literacy and numeracy skills of students through implementation of the Springbrook Elementary School Improvement Plan Provide a continuum of activities, communication, and support services to enhance positive home– school relations Continue to implement the Responsive Classroom social curriculum, in conjunction with our school- wide, Positive Behavior Incentive Program and a grade 4 Student Ambassador program
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Performance Measures Continue to analyze state and local assessment results in reading, writing, science and mathematics and to determine how to best meet the needs of our students. Continue to examine student work and to draw conclusions about student learning and teaching. Continue to monitor parent attendance at the school’s Kindergarten Orientation, Annual Open House, Parent Conferences, Grade Level Informational Meetings, Student Sharing Assemblies, P.T.O. Meetings and Events, Parent Coffee Hours, and other school related activities.
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State Street School 35 State Street Westerly, RI 02891
Principal-Audrey Faubert Phone: 401-348-2340 Fax: 401-348-2345 Web: sss.westerly.k12.ri.us
State Street School Overview
School Mission: State Street School inspires lifelong learners and productive citizens by working collaboratively with families and the community. We are committed to academic excellence while fostering social development in a safe learning environment.
School Operations: State Street School houses approximately 368 children in grades K to 4, which includes two special education classrooms; Primary and Intermediate Autism Spectrum Disorder. There are 18 heterogeneously grouped classrooms consisting of four full day kindergartens, four 1st grades, four 2nd grades, three 3rd grades, and three 4th grades. Our support staff includes, one and a half reading specialists, 1.6 speech and language pathologists, 2.0 special education resource teachers, one social worker, one Literacy Assistant, one part time Math Interventionist, one part time parent liaison, one part time school psychologist, and one part time diagnostician. In addition we provide specialists in physical education, art, music, and library media. Our School Improvement Team, PTO, and Family Engagement Committee are active and provide direction and support as we work toward meeting our goals. We are a school-wide Title I building.
School Objectives: Students will understand text complexity, the reading/writing connection, and be immersed in non- fiction text as well as read with sufficient fluency and accuracy to support comprehension Students will understand fractions as presented by the Common Core State Standards at their respective grade levels Students will reflect on their scientific data to support or refute a prediction and reference their data or text to support their assertions Students will apply the math practice standards to their daily work Students and staff will embrace our Positive Behavior Intervention and Supports (PBIS) system which celebrates the character traits of Safe, Honest, Assertive, Responsible and Kind (SHARK) The schedule fosters intervention/enrichment in both ELA and Mathematics. After school enrichment is offered as well. The staff will promote family engagement by communicating often and effectively with families, hosting informational meetings, parent workshops, and child/adult interactive events.
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Performance Measures: NWEA and Accelerated Reader will be used to measure individual student achievement in reading Students will meet rigorous yet attainable targets in foundational math skills as measured by Math AddVantage assessments. NWEA will be used to measure individual student achievement in math Students will be assessed in a new district writing program, Being A Writer, which aligns with the Common Core State Standards in Writing Students will increase their science proficiency as measured by NECAP Science SWIS data will show a decrease in student minor and major behaviors from fall to spring PARCC baseline data will be analyzed in ELA & Math with appropriate interventions developed
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Tower Street School Community Center 93 Tower Street Westerly, RI 02891
Director of Community & Family Engagement-Joan Serra Phone: 401-348-2715 Fax: 401-348-2281 Web: tsscc.westerly.k12.ri.us
Tower Street School Community Center
Infant and Preschool Programs: 375 hours of on-site early education curriculum delivered to children birth to preschool entry 87% of children met developmental milestones in all four domains of development 330 hours of nature-based curriculum delivered to children ages 3-5 41% of families completed Rhode Early Learning Standards Fun Family Activities Training 40% of students made gains in letter sound recognition 70% of students made gains in beginning word rhymes Weekly Easter Seals/Early Intervention parent-child group Head Start bussing for children without transportation; parents participate in WPS adult education
School-Age Learning and Enrichment: Independent evaluation of 6 week summer learning showed increase from pre- to post-test scores in literacy 32.28% and mathematics 54.22% 40% of Title I and ESL eligible families received Welcome to Kindergarten home education visits 1% chronic absenteeism rate for children enrolled in out-of-school time programming at TSSCC 150 children participated in theater productions of Jungle Book, Scrooge, Wizard of Oz
Parent Support and Education: 96% retention rate in Families Learning Together family literacy program 165 home education visits to 24 families with 32 children birth to K entry 60 Parent Academy workshops offered in Spanish and English. Partners include Ocean Community YMCA, RI Expanded Food and Nutrition Education Program, Westerly Adult Day Center, Center for Woman and Enterprise, Wood River Health Services, RI Student Loan Authority, RI Department of Education, South County Community Action, Providence School Department, Education Exchange, Literacy Volunteers of Washington County, Jonnycake Center, Basic Needs Network
School-Linked Health and Social Services: 57 new enrollments in SNAP (Supplemental Nutrition Assistance Program) 250 students received school supplies, including backpacks, books and clothing vouchers provided by United Way and The Church at Westerly
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2379 WIC visits for pregnant women, new mothers and children under five years of age Supported 23 families with 71 children with gifts, food cards, personal care, food 20 families assisted with rent, 6 electric, 11 gas, 1 motel
Family and Community Development: Community garden provided 500 pounds of produce to WIC, Jonnycake Center, community 2000 meals served by The Supper Table; Transportation provided from Bradford 1796 hours of community facility usage outside of school hours - sports, recreation, arts 6200 reserved hours (@65 classes) for CCRI fall, spring, summer Chinese Moon Festival and Hispanic Heritage Festival attended by over 300 community members
Adult Education: 29 adult learners attended 2250 hours of education 75% retention rate in adult education
Volunteer Hours:
(TSSCC & Literacy Volunteers) 1891.25 volunteer hours
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Westerly Athletics
Westerly Public Schools continues to have one of the most successful public school interscholastic athletic programs in the state of RI. The Bulldogs have won a multitude of league, division, and state championships — including the 2014 Freshman State Football Super Bowl and 2015 Rhode Island Interscholastic League Division 3 Boys Lacrosse Championship, completing the season undefeated.
Westerly currently offers 27 different programs, including 42 levels of competition, and is a member of the RIIL and ROPCOA grades 6-8. Over 60% of the Westerly High School students participate in athletics including 78 of the top 100 ranked students in the 2015 graduating class.
Westerly Public Schools participates in Project UNIFY in both Westerly Middle School and Westerly High School. This program is designed to activate youth for Special Olympics and people with intellectual disabilities. The focus of this project is a high school based Unified Sports program, which is endorsed by the Rhode Island Interscholastic League and the RI Department of Education and is partially funded by the U.S. Department of Education.
Westerly Facilities
The Facilities Department currently maintains (8) buildings with a total square footage of 681,824. The Department is staffed with the Facilities Director (1) Administrative Assistant (23) Custodians and (1) District Electrician.
Aramark Education K-12 manages the Custodial/ Facilities Maintenance for Westerly Public Schools. Aramark has assisted the District through several construction and efficiency projects while maintaining a solid preventative maintenance program for all buildings.
Aramark maintains nearly a billion square feet across multiple industries worldwide.
The Mission of the Facilities Department is to provide maintenance and custodial services in a cost effective, customer oriented manner needed to protect the capital investment made by the residents of Westerly in their public facilities and to maintain a safe, comfortable and functional environment for all building occupants.
Aramark Mission: Deliver experiences that enrich and nourish lives.
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Westerly Food Services
Westerly Public Schools Food Services are contracted out and run by Aramark. Aramark’s mission is to: “Deliver experiences that enrich and nourish lives”. The Food Services Department will do this by offering a variety of freshly prepared wholesome meals that include healthy choices from the Fresh Fruit and Vegetable bars at each school. Aramark adheres to the guidelines set down by the State of Rhode Island to provide complete nutritional compliance. Food Service employees are coached and developed to provide courteous and friendly service to students, faculty and staff in a culture of teamwork and safety. Aramark offers monthly promotional specials to emphasize healthy choices for students to choose and introduce them to new and exciting flavors. Aramark also participates in seasonal and national events and celebrations by tailoring menus to reflect those events.
Nutrition and Wellness Breakfast is served in all schools Participates in the Fresh Fruit and Vegetable Program sponsored through RIDE Westerly is 100% compliant with the RI approved a la carte snack list Rhode Island locally grown produce offered whenever possible and has a partnership with local farm programs Made to order deli and salad stations at Westerly High School and Westerly Middle School Implementation of “Tines” new Middle School dining concept including burger bar and self - serve pizza
Annual Household Income (before taxes) to qualify for Free & Reduced Lunch
FEDERAL ELIGIBILITY INCOME CHART For School Year 2015-2016 Household Yearly Monthly Weekly size 1 $21,775 $1,815 $419
2 $29,471 $2,456 $567
3 $37,167 $3,098 $715
4 $44,863 $3,739 $863 Free & Reduced Lunch 5 $52,559 $4,380 $1,011 Westerly RI 6 $60,255 $5,022 $1,159 2016 40.0% 47.0% 7 $67,951 $5,663 $1,307 2015 36.7% 47.5% 2014 39.1% 47.0% 8 $75,647 $6,304 $1,455 2013 38.9% 44.0% 2012 36.2% 43.7% Each $7,696 $642 $148 additional 2011 33.3% 43.5% person:
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District Safety
Westerly Public Schools is committed to providing the safest learning environment possible for its staff and students. Safety in a school environment is an ongoing evolutionary process where policies and procedures, response methods, and the facilities themselves must be kept in alignment with best practices. In an effort to maintain these standards, the district continues to evaluate and improve upon present strategies for preparation, response, mitigation, and recovery in an all- hazards approach.
The district continues to work with local first responder organizations and the town’s emergency management agency. Representatives from the fire and ambulance service have been added to the district’s safety committee in order to obtain a whole community approach to safety.
The district facilities are being reviewed through a threat and risk assessment in order to identify physical safety issues with the buildings as well as to identify improvements that can be made to the buildings. As a result of these assessments several mitigation projects have been completed or are presently in the process of being completed. These include improved and consistent signage, vegetation mitigation, security camera improvements and additions. The need for repair/replacement of classroom door locks has been identified as well and will require capital improvement, operating, and grant funding to complete. A grant through RI Emergency Management has been awarded in the amount of $10,000 for this project.
A 50/50 match grant has been applied for and received through the RI Emergency Management Agency to create a district wide radio communications system that will provide district staff a way to communicate directly with local first responders and one another in the event of an emergency situation anywhere in the district. This project is in the final stages with an anticipated completion date of January 31, 2016.
Training of staff and exercising response plans is ongoing and will continue throughout the school year along with conducting after action reviews of all drills, exercises, and real life events in order to identify strengths and weaknesses and make corrective action as needed to policies, procedures, and plans.
As a result of these initiatives and the everyday dedication of the district’s staff and students, we will achieve our goal of providing the safest learning environment possible.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 77 Organizational Section: Financial Policy
Westerly Public Schools School Committee Annual Budget and Format
No. 3010
The annual operating budget of the Westerly School District is the financial plan for the operation of the School District for a period of one year. It is intended to provide a framework for both expenditures and revenues for that year and to translate into financial terms the programs and activities of the District.
The Superintendent of Schools and the administrative staff will assume responsibility for the development and preparation of the annual School District budget and for its presentation and review by the School Committee. The Superintendent will work closely with principals and staff members in developing this budget and in outlining the long – range and short – term needs of the School District. After a proposed budget has been developed, the Superintendent will, with the assistance of the other staff members, present a recommended budget to the School Committee for review and adoption. This annual budget, as adopted by the School Committee, shall be presented to the Westerly Town Council and Town Meeting in the manner prescribed by Town Charter.
The annual operating budget of the Westerly School District will be presented in a manner and format consistent with the laws of the state of Rhode Island and regulations of the Rhode Island Department of Education. The budget proposal as presented to the School Committee shall be fully itemized and classified in conformance with the chart of accounts of Westerly Public Schools and with state and federal reporting requirements.
The budget document, as adopted by the School Committee and presented to the Town Council, must include the following information:
The proposed annual expenditure within the district chart of accounts. Estimates of revenue sources.
Reference: Titles 16-2-9, 16-2-11, 16-2-21, 16-2-21.2, 16-2-21.3, and 16-2-21.4 of the General Laws of Rhode Island.
Adopted: January 17, 2007
Page 78 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: Financial Policy
Westerly Public Schools School Committee Budget Development Process
No. 3020
The Superintendent of Schools will direct the preparation of the annual School District budget and will assume responsibility for its presentation to and review by the School Committee. The annual budget, as presented to the School Committee, must be balanced, consistent with School Committee policy and procedures, and sufficient to fulfill all contracted, legal, and mandated responsibilities of the School District. In addition, the budget should include provisions for:
Fulfillment of the adopted School Committee goals and objectives established for that school year. Programs to meet the needs of the entire student population of the district. Staffing arrangements adequate for the proposed program. Maintenance of the district’s equipment, grounds, and facilities. The efficient and economical operation of the affairs of the School District. Development of a proposed budget by the Superintendent of Schools for presentation to the School Committee. Presentation of the proposed annual budget by the Superintendent of Schools to the School Committee on the first Wednesday of November for approval prior to the first Monday of January. Presentation of the proposed annual budget to the Town Manager and Town Council the first Monday of January.
Reference: Titles 16-2-9, 16-2-11, 16-2-21, 16-2-21.2, 16-2-21.3, and 16-2-21.4 of the General Laws of Rhode Island.
Adopted: January 3, 2007
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 79 Organizational Section: Financial Policy
Westerly Public Schools School Committee Budget Implementation Monitoring and Transfers
No. 3030
The Superintendent of Schools will be directly responsible to the School Committee for the administration of the annual operating budget of Westerly Public Schools. All other School District personnel will be directly responsible to the Superintendent in all procedural matters related to finance.
The School Committee will receive quarterly updates of District expenditures.
All actions of the Superintendent or any other District employee in executing the programs and activities set forth in the annual operating budget of Westerly Public Schools shall be subject to the review of the School Committee and are further limited by the following provisions:
All budget actions by the Superintendent of Schools and the School Committee must be consistent with Rhode Island General Law and all other policies of the School Committee. All expenditures of district funds must meet the legal requirements of the Rhode Island Department of Education and Rhode Island General Law. All purchases must be made in accordance with the requirements of adopted School Committee policy.
Reference: Titles 16-2-9 and 16-2-11of the General Laws of Rhode Island.
Adopted: January 3, 2007
Page 80 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: Financial Policy
Westerly Public Schools School Committee Capital Reserve Accounts
No. 3050
From time to time, it will be necessary to perform capital projects on the School District’s facilities. Such projects may be for either repairs or improvements or both. Capital projects are typically one – time, non – recurring expenditures and are too large to be accommodated within the District’s operations budget. Such projects may be funded either through bond indebtedness, one – time appropriations, or through capital reserve accounts. In a capital reserve account, funds are set aside over a period of time to fund capital projects. Capital reserve accounts are for a specific project.
Capital reserve accounts may be set up only as authorized by the School Committee and adopted by the Town Council. Expenditures may be made from a capital reserve account only by direct authorization of the Capital Overview and School Committees. Such authorization shall be made only following full public discussion to be held at a minimum of two public meetings, one Capital Overview and one School Committee meeting, at which the item appears on the Committee’s agenda. Such expenditures shall be authorized only for capital projects as described on this policy.
Adopted: January 3, 2007
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 81 Organizational Section: Financial Policy
Westerly Public Schools School Committee Purchasing Procedures
No. 3060
1) The purchase of all materials, supplies and services must be processed on Westerly Public Schools Requisition Forms (attachment 1). The Requisitions should include a detailed description of the item being purchased, including the manufacturer, make, model, if applicable, and any other information pertinent to the identification of the item being purchased. Request for purchase(s) must be completed in full, typed or computer generated and submitted to Building Leader or Department Head (with signatory authority). The information should include a detailed description of the item(s) being ordered. If the purchase is from our General School Supplies bids, the commodity code should be included and the order should include “per bid”. All bidders should substitute their own item number. Bid items should include shipping; fifteen percent added or the amount obtained from the vendor. These items do require that shipping costs be added. If the order is from a State Master Price Agreement, the order should include the MPA#, Item #, FEIN #, terms, etc. The Master Price Agreements also includes shipping. All requisitions must indicate the account to be charged. Those that arrive at the Finance Office that do not have account information, including account code, will be returned to the requesting source for completion. Sufficient time must be allowed to follow proper procedures.
Note: Purchases in excess of $5,000 in the aggregate for one vendor within one fiscal year must go out to bid.
2) Once available funding has been identified by the Building Leader or Department Head, the Building Leader or Department Head signs and submits the requisition to the Finance Office. Only Requisitions with original signatures are accepted.
3) The Finance Office will once again verify available funding and forward the request to the Accounting Assistant who enters purchase orders into the accounting system.
4) The purchase order is encumbered into the accounting system and the purchase order is then submitted to the Director of Finance and Administration for signature.
5) The purchase order is returned to the Accounting Assistant and the appropriate color copies are made for distribution and filing.
6) A blue copy of the purchase order is returned to its origin to be held for completion.
7) When the order is complete, the blue copy should be signed, dated and returned along with any packing slips to the Finance Office. If there are any problems with the order, dated notes should be neatly recorded on the face of the blue copy for Accounts Payable to reference with regard to payment. In the case of a very large order that may have backordered items, the items should either;
a) be cancelled in writing with copies of the letter attached to the blue copy and the purchase order returned to the Finance Office for payment; or
Page 82 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: Financial Policy
b) copies of the paperwork submitted to Accounts Payable for a partial payment. In that case, the original blue purchase order is retained and a copy sent to Accounts Payable.
8) Whenever there is a question, it is advisable to consult with Accounts Payable or the Accounting Assistant.
9) If an order is to be cancelled, the source must cancel the order in writing with the vendor, explaining the reason for the cancellation. A copy of this document must be part of the official record of the purchase order and must be kept on file in the Finance Office. Also, if a return receipt is received, that receipt should be sent to Accounts Payable to be retained with the original order.
10) If merchandise is received in error and the error is on the part of the vendor, the vendor is responsible for the return of the merchandise. If the error is on the part of the District, the merchandise must be returned through a method that provided proof of return. Methods allowed for proof of return included UPS and return receipt.
11) All expenditures of funds, whether District Funds, Grant Monies or other sources must be approved in advance. If a purchase is made in an emergency situation, Building Leaders or Department Heads may be reimbursed for purchases as long as Regulations have not been violated. Paid receipts must be submitted with a request for reimbursement that includes the account to be charged, amount of expense and explanation of emergency.
Failure to comply with the above regulations will result in delays in placing and receiving orders.
Adopted: January 3, 2007
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Westerly Public Schools Bid Purchase Policy
No. 3070
The Superintendent of Schools or his/her designee shall solicit sealed competitive bids for materials, services, supplies and any other Westerly Public Schools procurements, insofar as required to do so pursuant to the provisions of the State of Rhode Island General Laws.
The Superintendent of Schools or his/her designee is authorized to make an award to the lowest bidder except in circumstances as to which its authority is reserved to the School Committee by law. As to the award of bids in excess of $10,000 for construction or in excess of $5,000 for other purchases, and for any award in excess of $500 in which the low bid is not to be accepted, the Superintendent shall notify the School Committee within (10) days of doing so.
This bidding procedure may be waived in any circumstance permitted by the State of Rhode Island General Laws or in the event that the materials or services are needed for emergency repairs or for items of a non- competitive nature where there is only one supplier.
For any services anticipated to cost greater than $1,000 quotes from at least two sources must be obtained.
Bids will be retained and available for public inspection for a period of five (5) years or for any shorter period of retention permitted by law.
Revision Adopted: September 21, 1977 Effective Date: December 12, 1977 Revised and Amended: August, 1997 Revised: November 8, 2002 Revised: March 16, 2005 Revised: January 3, 2007 Revised: May 5, 2010
Page 84 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Organizational Section: Financial Policy
Westerly Public Schools Grant Funding
No. 3090
The School Committee encourages and supports the application and receipt of federal, state and private grants. It is the responsibility of each district employee to participate actively in revenue efforts in order to supplement local funds. However, every effort will be made to maintain programs for the benefit of students.
Therefore, the School Committee directs the Superintendent to develop and implement both immediate and long-range plans to apply and receive resources by the Westerly Public Schools and to provide educational experiences within the K-12 curriculum for students, which will enhance instruction.
Whereas, the School Committee bears responsibility for the best use of tax dollars, and
Whereas, grant funding can supplement instruction and awareness of academic needs and costs,
Therefore, the School Committee directs the Superintendent and/or his/her agents to develop short and long range strategies in the areas of grant management and curriculum development utilizing grant funding.
Adopted: March 17, 2004 Revised: January 3, 2007 Revised: May 5, 2010
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 85 Organizational Section: Financial Policy
Westerly Public Schools Grant Procedures
No. 3091
The following procedures must be followed for all Federal, State, and Privately funded grants.
A. All grant proposals must be submitted to the Superintendent for approval prior to submission.
B. Upon receipt of the grant proposal, the assistant of the Superintendent will forward one copy to the Supervisor of Fiscal Services and Chair of the Grant Committee. In addition, the grant writer will receive a signed copy of the grant, a letter acknowledging the grant proposal, and a list of protocols to be followed by the grant writer if the grant is awarded.
C. When the award is received, the Superintendent, Finance Director and grant administrator must be notified by whoever receives the notification. The person notified will also forward the award letter to the Finance Office.
D. If the funding agency is the State, the Finance Office will request funds. If funds are distributed in a check, said check must be sent directly to the Finance Office. Only the Finance Office is authorized to cash checks.
E. Once the award letter is received, a department and account code is established and purchasing can begin. Purchasing procedures for grants are the same as those for the district. All purchases for goods and services require a purchase order. Purchase requests are to be submitted to the Finance Office for processing.
F. All grant purchase requests must be received in the Finance Office by March 1st and all orders must be received in full by April 15th. If there are backordered items, they must be cancelled. Grant funds must be fully expended by May 31st.
G. The grant administrator will receive a budget status report of grant expenditures on a monthly basis.
H. The Finance Office is responsible for filing any financial reports required by the grantor.
I. Any changes to the original grant proposal follows the same procedures listed above.
Adopted: March 17, 2004 Revised: January 3, 2007
Page 86 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017
FINANCIAL SECTION
Financial Section: Revenues
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Local Tax Dollars $43,672,240 $44,422,146 $44,914,514 $45,581,781 $22,790,891 $45,710,811 0.28% State Aid $6,571,862 $7,164,219 $7,704,194 $8,257,392 $3,943,373 $9,070,990 9.85% Medicaid $854,300 $1,080,130 $1,191,532 $1,072,500 $401,684 $1,172,500 9.32% Preschool Tuitions $38,008 $45,114 $45,163 $42,500 $22,651 $42,500 0.00% Rental Income $121,973 $113,440 $117,672 $105,000 $60,966 $105,000 0.00% Summer School Program Revenues TSSCC $160,813 $184,453 $211,574 $190,000 $93,852 $190,000 0.00% Transportation Fees $41,211 $42,691 $4,800 $5,000 $2,975 $5,000 0.00% Miscellaneous $50,045 $27,208 $6,375 $24,981 $467 $24,981 0.00% Closed School Imp $0 $51,122 $188,020 $0 $0 $0 0.00% Fund Balance $1,015,000 $1,012,376 $500,000 $480,000 $0 $200,000 -58.33% $52,525,452 $54,142,899 $54,883,844 $55,759,154 $27,316,859 $56,521,782 1.37%
Increase in Town Aid $683,727 = 1.50% Increase in Budget $1,317,325 =2.36 %
Revenue from the Town of Westerly and local taxes is the largest source of income to WPS. Aid from the State of Rhode Island is second. The amount of State Aid WPS receives has been increasing in both dollars and in percentage of total budget. During this same time the funding that comes from local tax dollars as a percentage of WPS total budget and as a percentage of the town budget was reduced.
Other RI Town Aid to Schools from Local Tax Dollars FY 14 FY 15 FY16 % Change Westerly $44,422,146 $44,914,514 $45,581,781 1.49% Newport $22,564,158 $22,959,158 $24,312,243 5.89% N. Kingstown $45,330,825 $45,937,802 $46,937,802 2.18% S Kingstown $49,131,442 $49,614,070 $50,313,756 1.41% E Greenwich $31,776,201 $32,470,000 $33,367,555 2.76% Smithfield $32,544,732 $33,997,806 $35,058,588 3.12%
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 89 Financial Section: Revenues
State Aid as % of Total WPS Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Total WPS Budget $52,525,452 $54,142,899 $54,883,844 $55,759,154 $56,521,782 State Aid $6,571,862 $7,164,219 $7,704,194 $8,257,392 $9,070,990 Aid as % of Total 12.51% 13.23% 14.04% 14.81% 16.05%
Town Aid as % of Total WPS Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017* Total WPS Budget $52,525,452 $54,142,899 $54,883,844 $55,759,154 $56,521,782 Town Aid $43,672,240 $44,422,146 $44,914,514 $45,581,781 $46,265,508 Aid as % of Total 83.14% 82.05% 81.84% 81.75% 81.85%
Town Aid as % of Total Town Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017* Total Town Budget $80,326,734 $82,416,175 $84,714,053 $86,728,357 $89,956,911 Aid for Education $43,672,240 $44,422,146 $44,914,514 $45,581,781 $46,265,508 Aid as % of Total Muncipal Budget54.37% 53.90% 53.02% 52.56% 51.43%
Annually the State issues a five (5) year projection on State Funding Aid. This is a useful tool for planning purposes.
Five Year Forecast of State Aid Projections will change based on annual data updates FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 Projected Projected Projected Projected Projected
$8,257,392 $9,070,990 $9,723,162 $9,723,162 $9,723,162
Projection is based on projection from RI Dept. of Municipal Affairs. Budget increases are based on the Governor’s proposed budget.
Page 90 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Financial Section: Revenues
Prior to 2012, State Aid was determined by legislative action. For FY 2012 the State of Rhode Island moved to a Funding Formula. As part of this formula a transition schedule was created. Districts that experienced a gain in State Aid as a result of the formula had that gain phased in over seven years. Districts with a decrease in State Aid have the decrease phased in over ten years.
The three key Components of the Funding Formula are: Core Instruction Amount: From National Center for Education Statistics and updated annually. Amount for RI for FY 16 $8,928 Student Success Factor: (40% of core): FY 2016 =$3, 571. Additional funding to support student needs beyond the core amount. Applied to PK-12 students eligible for Free and Reduced Lunch State Share Ratio: considers the revenue-generation capacity of communities and student needs
Funding Formula Calculation
Board of Education’s FY 2016 budget uses 3/14/14 data adjusted for projected 2014-2015 and 2015-2016 charter school, Davies and Met enrollments (will be updated for March 2015 actual data)
(2,000 PK-12 RADM x $8,928 (core instruction amount) = $ 17,856,000 + (800 PK-12 FRPL x ($8,928 x 40% Student Success Factor) = $2,856,960 X State Share Calculation = 50% = $10,356,480 projected state funding upon full transition
RADM = Resident Average Daily Membership, counts students based on the district where they reside and gives the district credit for any time that the student is an enrolled member of the district. Charter and state school students are excluded from the district totals. FRPL = The actual number of PK-12 students receiving Free and Reduced Price Lunch
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 91 Financial Section: Expenditures
Summary
FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Wages & Benefits $42,773,019 $44,028,876 $44,824,770 $46,160,016 $46,289,046 Tuitions $3,763,594 $3,674,690 $3,675,198 $3,575,000 $3,875,000 Contract Services $996,790 $1,078,833 $977,508 $1,016,500 $1,133,545 Conferences & Dues $188,128 $119,149 $93,825 $125,000 $125,000 Auto & Mileage $16,983 $15,404 $16,134 $15,000 $15,000 Instructional Material $562,456 $521,732 $602,270 $550,000 $625,000 Periodicals & Textbooks $102,598 $64,418 $56,722 $200,000 $200,000 Repairs & Maintenance $1,244,302 $1,211,221 $1,684,136 $1,127,500 $1,134,689 Furniture $33,433 $11,662 $20,873 $20,000 $20,000 Utilities & Fuel $1,467,673 $1,517,235 $1,403,085 $1,482,638 $1,515,002 Disposal $85,510 $101,798 $71,036 $85,000 $85,000 Alarm $149,814 $152,634 $119,987 $100,000 $100,000 Technology $354,692 $514,975 $485,405 $497,500 $566,500 Legal & Prof. Fees $149,456 $126,360 $87,354 $75,000 $75,000 Property Ins. $344,299 $457,825 $327,144 $370,000 $390,000 Office & Postage $61,135 $52,730 $23,716 $55,000 $58,000 Advertising $13,525 $12,159 $15,189 $15,000 $15,000 Other $140,285 $198,049 $191,190 $290,000 $300,000 $52,447,692 $53,859,750 $54,675,542 $55,759,154 $56,521,782
Page 92 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Financial Section: Expenditures
Wages & Benefits
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Revised Budget July-Dec Adopted
Wages $31,546,134 $32,290,953 $32,525,951 $33,715,843 $13,616,508 $33,590,390 -0.37% Healthcare $5,813,753 $6,116,460 $6,246,422 $5,937,781 $2,702,017 $6,388,751 7.59% Pension $4,146,743 $4,364,913 $4,728,493 $5,123,461 $1,974,685 $4,938,365 -3.61% Payroll Taxes $882,485 $891,567 $912,383 $972,931 $416,418 $961,540 -1.17% Unemployment $57,685 $32,723 $64,521 $62,000 $19,911 $62,000 0.00% Workmen's' Compensation Ins $177,561 $162,525 $174,103 $178,000 $168,843 $178,000 0.00% Disability Insurance $29,948 $36,030 $35,863 $30,000 $12,809 $30,000 0.00% Life Insurance $77,001 $73,000 $73,131 $75,000 $34,493 $75,000 0.00% Other (EAP, Survivor) $41,709 $60,705 $63,903 $65,000 $50,734 $65,000 0.00%
Total Wages & Benefits $42,773,019 $44,028,876 $44,824,770 $46,160,016 $18,996,418 $46,289,046 0.28%
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 93 Financial Section: Expenditures
Wages and benefits account for 81.53% of total expenditures. Managing these costs is crucial to WPS finances.
In 2014 a memorandum of agreement between the Westerly School Committee (WSC) and the Westerly Teacher Associations (WTA) offered an early retirement incentive to teachers. This resulted in over 24 teachers retiring giving the district an opportunity to save on wages and benefits in 2017.
Wages & Benefits as Percentage of Total Budget FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 Wages 60.06% 59.64% 59.26% 60.47% 59.15% Healthcare 11.07% 11.30% 11.38% 10.65% 11.27% Pensions 7.89% 8.06% 8.62% 9.19% 8.70% Other Benefits 2.41% 2.32% 2.41% 2.44% 2.41%
Page 94 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Financial Section: Expenditures
Operations
Operational (non-wage & benefit) costs are the area on which the District has the most direct control over. These costs represent 18.75% of the budget and total $10,704,504. This is an increase of $808,347 (8.17%) compared to FY 2016. Out-of-district tuitions continue to be a major item, accounting for 7.07% of the total budget and 37.69% of the non-wage/benefit budget. This area is one of the most unpredictable and requires constant monitoring.
General liability insurance, which includes fleet insurances, property damage and professional liability are also an area we continue to monitor. In January 2016 we will be reviewing RFQ’s for a broker to assist us with insurance needs
We continue to focus on preventative maintenance in our buildings and our bus fleet with an additional 12.17% increase over FY 2016.
In this budget, the School Committee focused on replacement of uniforms for sports teams, band and chorus. This year we have included funding in the amount of $50,000 to cover these costs.
Operations FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Tuition $3,763,594 $3,674,690 $3,675,198 $3,575,000 $1,456,551 $ 3,875,000 8.39% Contract Services $996,790 $1,078,833 $977,508 $1,016,500 $431,501 $1,133,545 11.51% Conferences & Dues $188,128 $119,149 $93,825 $ 125,000 $ 59,049 $ 125,000 0.00% Auto & Mileage $16,983 $15,404 $16,134 $ 15,000 $ 6,225 $ 15,000 0.00% Instruction Material $562,456 $521,732 $602,270 $ 550,000 $ 309,133 $ 625,000 13.64% Periodicals & Textbooks $102,598 $64,418 $56,722 $ 200,000 $ 37,010 $ 200,000 0.00% Repairs & Maintenance $1,244,302 $1,211,221 $1,684,136 $1,127,500 $ 677,720 $ 1,134,689 0.64% Furniture $33,433 $11,662 $20,873 $ 20,000 $ 7,022 $ 20,000 0.00% Utilities & Fuel $1,467,673 $1,517,235 $1,403,085 $1,482,638 $ 475,861 $ 1,515,002 2.18% Disposal $85,510 $101,798 $71,036 $ 85,000 $ 27,517 $ 85,000 0.00% Alarm $149,814 $152,634 $119,987 $ 100,000 $ 100,984 $ 100,000 0.00% Technology $354,692 $514,975 $485,405 $ 497,500 $ 325,270 $ 566,500 13.87% Legal & Prof. Fees $149,456 $126,360 $87,354 $ 75,000 $ 33,029 $ 75,000 0.00% Property Ins. $344,299 $457,825 $327,144 $ 370,000 $ 330,156 $ 390,000 5.41% Office & Postage $61,135 $52,730 $23,716 $ 55,000 $ 18,579 $ 58,000 5.45% Advertising $13,525 $12,159 $15,189 $ 15,000 $ 7,721 $ 15,000 0.00% Other $140,285 $198,049 $191,190 $ 290,000 $ 111,205 $ 300,000 3.45% $9,674,673 $9,830,874 $9,850,772 $ 9,599,138 $ 4,414,533 $10,232,736 6.60%
Total Non Wage Operations Non Wage Exp as % of Total Budget
$10,300,000 18.60% $10,200,000 18.40% $10,100,000 18.20% $10,000,000 18.00% $9,900,000 17.80% $9,800,000 17.60% $9,700,000 17.40% $9,600,000 17.20% $9,500,000 17.00% $9,400,000 $9,300,000 16.80% $9,200,000 16.60% FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 95 Financial Section: Expenditures
Out-of-District Tuitions
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Revised Actual Actual Actual July-Dec Adopted Change Budget Chariho $709,261 $765,181 $721,274 $ 725,000 $ 195,764 $ 725,000 0.00% Chariho: Spec Ed $43,020 $95,704 $27,962 $ 75,000 $ 8,035 $ 75,000 0.00% Charter Schools $463,650 $497,048 $581,364 $ 475,000 $ 329,127 $ 625,000 31.58% Bradley $1,700,337 $1,154,638 $1,197,379 $ 1,300,000 $ 412,987 $ 1,300,000 0.00% Other $847,326 $1,161,095 $1,147,219 $ 1,000,000 $ 510,638 $ 1,150,000 15.00% $3,763,594 $3,674,690 $3,675,198 $ 3,575,000 $ 1,456,551 $ 3,875,000 8.39% Out of District Tuitions
$1,800,000
$1,600,000
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0 Chariho Chariho: Spec Ed Charter Schools Bradley Other FY2013 FY 2014 FY 2015 FY2016 FY2017
FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 Total Students 3,275 3,222 3,000 3089 2861 Students at Charter Schools 29 38 46 43 46 Students Out-of-District Service 32 60 42 48 45 Students with 504 plans 63 65 60 82 74 Students with IEP Plans 580 537 546 504 508
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Contract Services
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Audiology $11,872 $14,577 $19,185 $10,000 $22,809 $35,000 250.00% Athletic Trainer $0 $0 $0 $15,000 $0 $15,000 0.00% Contracted Nursing $109,783 $103,806 $74,947 $98,000 $17,384 $95,000 -3.06% Dentist $4,750 $4,750 $4,750 $5,000 $2,375 $5,000 0.00% Evaluation $30,914 $5,824 $0 $12,000 $0 $25,000 108.33% Interpreters $12,272 $8,942 $441 $30,000 $264 $30,000 0.00% Mobility Specialist $0 $4,400 $0 $500 $0 $500 0.00% Music Therapy $14,913 $12,778 $28,437 $10,000 $12,963 $30,000 200.00% Occup Therapist $274,570 $255,929 $282,309 $294,000 $85,913 $295,000 0.34% Officials & Referees $35,562 $37,034 $36,381 $40,000 $33,023 $40,000 0.00% Other Services $139,090 $158,311 $100,622 $100,000 $32,173 $100,000 0.00% Other Tech Services $38,397 $14,636 $1,644 $37,000 $3,200 $37,000 0.00% Physical Therapist $42,725 $47,786 $49,056 $35,000 $24,670 $50,000 42.86% Physicians $4,750 $4,750 $4,750 $5,000 $2,375 $5,000 0.00% Police Details/SRO $54,408 $96,985 $98,512 $110,000 $93,648 $110,000 0.00% Pro Development $15,419 $76,767 $15,050 $17,000 $11,921 $17,000 0.00% Psych Contract $0 $1,000 $22,777 $10,000 $9,125 $50,000 400.00% Specialist $89,648 $144,446 $94,766 $98,000 $11,180 $99,045 1.07% Speech Therapist $5,765 $1,390 $55,474 $0 $16,083 $0 0.00% Student Asst $45,675 $46,817 $46,817 $50,000 $46,817 $50,000 0.00% Temp Clerical $24,615 $1,950 $12,870 $5,000 $3,540 $5,000 0.00% Training Services $0 $0 $410 $500 $0 $500 0.00% Transport Contract $21,406 $17,698 $19,703 $15,000 $259 $20,000 33.33% Tutoring $20,256 $18,257 $8,607 $19,500 $1,779 $19,500 0.00% $996,790 $1,078,833 $977,508 $1,016,500 $431,501 $1,133,545 11.51%
A sports trainer was included in the 2016 budget for the first time. We will continue to support this position which focuses on students in high school and middle school athletic programs. The trainer is available during practices and home competitions. The majority of contract services fall under Pupil Personnel and Student Services. The district continues to monitor these expenses closely and review alternative options that would allow existing staff to perform functions whenever possible. Contract Services are 1.99% of the total budget.
FY17 Contract Services 30%
25%
20%
15%
10%
5%
0%
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Repairs & Maintenance
Repair & Maint FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Building Imp. $0 $172,982 $478,902 $140,000 $0 $0 -100.00% Bus Depot Imp. $0 $0 $0 $0 $0 $0 0.00% Custodial Services $197,972 $200,220 $207,395 $200,000 $100,803 $200,000 0.00% Custodian Supplies $27,734 $42,877 $40,465 $30,000 $29,603 $30,000 0.00% Electric Supplies $36,457 $13,021 $25,865 $27,000 $24,488 $27,000 0.00% Lumber/Hardware $7,979 $3,151 $36,785 $8,500 $27,702 $8,500 0.00% Paint $42,881 $180 $15,417 $28,500 $10,965 $28,500 0.00% Machinery $9,562 $21,017 $39,565 $7,500 $156 $7,500 0.00% Equip Rental $7,886 $4,736 $6,492 $2,500 $2,295 $2,500 0.00% R& M Furniture $339,354 $205,556 $230,162 $250,000 $110,631 $250,000 0.00% R&M Building $196,831 $105,623 $167,650 $50,000 $96,786 $140,000 180.00% R&M Buses $83,448 $117,726 $105,887 $100,000 $105,289 $157,189 57.19% R&M Electrical $7,582 $17,050 $15,510 $7,500 $13,080 $7,500 0.00% R&M HVAC $132,055 $123,178 $92,975 $95,000 $41,225 $95,000 0.00% R&M Plumbing $56,800 $58,039 $88,252 $65,000 $45,503 $65,000 0.00% R&M Vandal $305 $192 $38 $1,000 $2,019 $1,000 0.00% Snow Plowing $46,355 $49,647 $68,516 $40,000 $2,444 $40,000 0.00% Grounds keeping $42,611 $67,736 $56,865 $60,000 $61,371 $60,000 0.00% Field Maintenance $0 $0 $0 $0 $0 $0 0.00% Pest Control $8,490 $8,290 $7,395 $10,000 $3,360 $10,000 0.00% Other $0 $0 $0 $5,000 $0 $5,000 0.00% $1,244,302 $1,211,221 $1,684,136 $1,127,500 $677,720 $1,134,689 0.64%
In 2016 Westerly Public Schools prepared a request for qualifications (RFQ) for custodial services. Based on the RFQs, ARAMARK was awarded a three-year contract with the district. As part of this contract, an ARAMARK employee is on site, managing and overseeing WPS Building and Maintenance staff.
WPS has a full time master electrician on staff. This position has proven to be a valuable resource. The district has seen service level increases and cost reduction. Based on staff recommendations, WPS will consider a position devoted to HVAC and plumbing as a shared position with the Town maintenance department. This recommendation is not reflected in this budget.
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Utilities
FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Electricity $664,908 $636,052 $609,441 $672,750 $257,203 $706,387 5.00% Natural Gas $322,539 $404,909 $430,870 $310,500 $92,633 $326,025 5.00% Telephone $93,060 $106,100 $71,429 $98,325 $45,324 $103,241 5.00% Water/Sewer $56,901 $54,811 $65,576 $59,513 $20,398 $62,489 5.00% Gas & Diesel $330,265 $315,363 $225,769 $341,550 $60,303 $316,861 -7.23% $1,467,673 $1,517,235 $1,403,085 $1,482,638 $475,861 $1,515,002 2.18%
WPS receives a rebate of telephone and communication costs. This essential universal service Schools and Libraries Program, commonly known as E-Rate provides discounts to assist eligible schools and libraries to obtain affordable telecommunications and internet access.
Utility Use by Location for the 12 Months Electric Electric N Gas/Heat N Gas/Heat Phone/internet Phone/internet Water/Sewer Water/Sewer 2014 2015 2014 2015 2014 2015 2014 2015 High School $218,387 $228,751 $135,776 $153,515 $32,163 $25,441 $25,346 $24,937 Babcock Hall $4,911 $5,150 $4,459 $5,815 $9,066 $4,799 $9,983 $9,822 Middle School $217,348 $182,470 $113,972 $109,803 $20,161 $17,061 $16,957 $19,478 Bradford $26,208 $25,390 $24,527 $24,038 $5,273 $3,581 $1,506 $1,129 State Street $39,715 $37,869 $49,406 $53,247 $8,437 $4,372 $3,830 $3,372 Dunn's Corner $50,164 $56,755 $5,440 $5,852 $9,905 $4,153 $2,252 $2,276 Springbrook $35,880 $33,042 $27,748 $29,143 $13,387 $7,646 $1,745 $1,671 TSSCC $36,212 $33,224 $43,581 $49,456 $6,346 $3,555 $2,208 $1,947 Transportation $7,227 $6,791 $0 $0 $1,362 $822 $968 $944 $636,052 $609,441 $404,909 $430,870 $106,100 $71,430 $64,794 $65,576
Electric N Gas/Heat Telephone Water/Sewer 2014 2015 High School 4.75% 13.07% -20.90% -1.61% Babcock Hall 4.87% 30.42% -47.06% -1.61% Middle School -16.05% -3.66% -15.37% 14.87% Bradford -3.12% -1.99% -32.08% -25.03% State Street -4.65% 7.78% -48.18% -11.95% Dunn's Corner 13.14% 7.58% -58.08% 1.06% Springbrook -7.91% 5.03% -42.89% -4.25% TSSCC -8.25% 13.48% -43.99% -11.81% Transportation -6.03% 0.00% -39.67% -2.45% -4.18% 6.41% -32.68% 1.21% FY 2013 FY 2014 2015 Diesel (gallons) 92,872 91,164 90,798
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Technology FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Tech Repairs $18,504 $22,613 $6,451 $25,000 $1,671 $25,000 0.00% Tech Supplies $15,921 $21,156 $11,156 $25,000 $10,958 $25,000 0.00% Tech Leases $75,000 $74,826 $58,120 $87,500 $86,497 $137,500 57.14% Tech Hardware $43,645 $46,510 $35,810 $50,000 $28,274 $0 -100.00% Tech Software $201,622 $349,870 $373,868 $310,000 $197,870 $379,000 22.26% $354,692 $514,975 $485,405 $497,500 $325,270 $566,500 2.49%
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Other FY 2013 FY 2014 FY 2015 FY 2016 FY 2016 FY 2017 % Actual Actual Actual Adopted July-Dec Adopted Change Athletic Supplies $ 38,860 $ 37,083 $ 37,965 $ 40,000 $ 28,371 $ 40,000 0.00% Training $ 450 $ 390 $ - $ 2,500 $ - $ 2,500 0.00% Field Trips/PE Activity $ 41,039 $ 58,736 $ 65,063 $ 70,000 $ 14,642 $ 70,000 0.00% Grad/Honor Supplies $ 17,610 $ 12,630 $ 20,904 $ 15,000 $ - $ 15,000 0.00% Medical Supplies $ 15,474 $ 13,771 $ 10,464 $ 15,000 $ 10,312 $ 15,000 0.00% Moving $ 2,256 $ 12,177 $ - $ 2,500 $ - $ 2,500 0.00% Playground $ - $ 10,000 $ - $ 10,000 0.00% Safety $ - $ 40,000 $ 10,000 $ - -100.00% Music K-12 $ - $ - $ 13,145 $ 15,000 $ 7,106 $ 15,000 0.00% Pool Rental $ 5,475 $ 6,903 $ 6,405 $ 6,500 $ 6,768 $ 6,500 0.00% PSAT/AP Testing $ 8,219 $ 20,000 $ - $ 20,000 0.00% Testing Supplies $ 6,485 $ 11,944 $ 8,035 $ 15,000 $ 13,628 $ 15,000 0.00% Uniform Supplies $ 4,667 $ 10,744 $ 4,588 $ 5,000 $ 1,968 $ 55,000 1000.00% Vehicle Registration $ (584) $ 6,270 $ 2,981 $ 13,000 $ 3,417 $ 13,000 0.00% Virtual HS $ 4,025 $ 14,825 $ 9,841 $ 15,000 $ 10,585 $ 15,000 0.00% Other $ 4,528 $ 12,576 $ 3,580 $ 5,500 $ 4,408 $ 5,500 0.00% $ 140,285 $ 198,049 $ 191,190 $ 290,000 $111,205 $ 300,000 3.45%
WPS believes that quality education goes beyond the classroom. It is this belief that lead to the decision to include funding for field trips, physical education, playground equipment, pool rental, sports and band uniforms and music in our budget.
Concurrently the district pursues its safety priority by adding additional funding this year.
WPS hopes that students’ learning and education does not stop after graduation. To support students’ next steps in education, funding has been designated for SAT preparation, Advanced Placement (AP) test fees, as well as dual and concurrent enrollment.
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Debt Service
Debt Service: The cash that is required for a particular time period to cover the repayment of interest and principal on a debt. The Town of Westerly currently has $6,021,678 in debt related to school projects. These costs may be paid out of the Town’s operating budget or financed using bonds or capital leases. Working with the Town, WPS has been able to reduce both debt service and lease payments by refunding existing debt or through the introduction of municipal tax-free capital leases. Housing Aid revenue is received from the State of Rhode Island to offset some of these costs.
Total Debt Fiscal Year School 98 Refunding School 05 School 10 School 10 School 11 School 12 Refunding 12 Refunding 14 Per year FY14 $32,075 $983,125 $1,047,200 $462,600 $688,979 $573,088 $1,337,400 $1,669,609 $ - $6,794,076 FY15 $30,813 $927,625 $731,000 $462,600 $688,979 $563,488 $1,314,150 $2,108,010 $239,348 $7,066,013 FY16 $29,538 $ - $697,000 $462,600 $688,979 $548,888 $1,285,900 $2,111,638 $259,500 $6,084,043 FY17 $28,250 $ - $ - $462,600 $688,979 $539,438 $1,262,800 $2,111,861 $927,750 $6,021,678 FY18 $26,950 $ - $ - $462,600 $688,979 $526,838 $1,239,700 $2,117,602 $901,025 $5,963,694 FY19 $25,650 $ - $ - $462,600 $688,979 $514,238 $1,216,600 $2,124,684 $871,225 $5,903,975 FY20 $ - $ - $ - $462,600 $688,979 $501,638 $1,185,800 $2,132,238 $843,400 $5,814,654 FY21 $ - $ - $ - $462,600 $688,979 $485,888 $1,147,300 $2,139,097 $851,000 $5,774,863
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Housing Aid Program
School districts that complete school housing projects for repair, renovation or new construction may be eligible for state housing aid reimbursement.
Title 16, Chapter 7, Sections 35 to 47 govern school housing aid. This law is designed to guarantee adequate school housing for all public school children and prevent the cost of school housing from interfering with the effective operation of the schools. The law specifies a range of requirements for aid including: . The funding sources of the project; . The percent paid to each district; . Eligible reimbursable costs; and . The term or period over which the aid is paid.
After an LEA completes the Necessity of School Construction process and receives Board of Education approval, school construction projects are eligible to receive housing aid reimbursement. The minimum state share ratio for Housing Aid set by law is 35%.
The share ratio or housing aid reimbursement rate is based on the district’s ability to pay, with the state share ratio determined annually. As is the case for Operations Aid, the Housing Aid share ratio compares the wealth per student by community to the wealth per student statewide. Housing Aid features incentive bonuses for asbestos abatement, energy conservation, handicapped access and rationalization as well as a debt service adjustment for heavily burdened districts.
School Housing Aid Housing Aid 3,000,000
FY 2011 1,471,772 2,500,000
FY 2012 1,409,330 2,000,000 FY 2013 2,645,213 1,500,000 FY 2014 2,306,124 FY 2015 2,242,677 1,000,000 FY 2016* 2,057,338 500,000
- FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016*
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The difference between the assets and deferred outflows and liabilities and deferred inflows of the governmental funds is reported as fund balance. Under GASB No 54, Fund Balance Reporting, and Governmental Fund Type Definitions, effective for periods beginning after June 15, 2010, general fund balances are further classified into five overarching categories.
The District shall provide an estimate of the end-of-year fund balances to be carried forward to the ensuing year as the beginning fund balance(s). Fund balance measures the net financial resources available to finance expenditures in future years. Pursuant to GASB 54, the Superintendent shall ensure that Fund Balances are accounted for within the following guidelines (GASB 54 is not applicable to Enterprise Funds such as Food Services):
Nonspendable (assets that are not in spendable form: e.g. .inventory) Restricted Committed Assigned Unassigned
Fund balance categories are designed to make the nature and extent of the constraints placed on the district’s fund balance more transparent. These categories are comprised of a hierarchy based primarily on the extent to which the district is bound to observe constraints imposed upon on the resources reported in governmental funds. a. Non-spendable fund balance: This category includes District assets that will never convert to cash (e.g. prepaid items, warehouse inventories), assets that will not convert to cash soon enough to affect the current period, and/or resources that must be maintained intact pursuant to legal or contractual requirements. b. Restricted fund balance: This category is used to describe the portion of fund balance that reflects resources that are subject to externally enforceable legal restrictions. Such restrictions typically are imposed by parties altogether outside of the School District. c. Committed fund balance: Amounts constrained to specific purpose by a government itself, using its highest level of decision making authority; to be reported as committed, amounts cannot be used for any other purpose unless the government takes the same highest level action to remove or change the constraint d. Assigned fund balance: This category accounts for the portion of the fund balance that reflects the District’s intended use of resources as determined by Westerly Public Schools. e. Committee (WSC) or designee. When it is appropriate for fund balance to be assigned the WSC delegates this authority to the Superintendent and/or the Finance Director. For all funds other than the General Fund, amounts in excess of non-spendable, and/or restricted fund balance shall be reported as assigned. f. Year-End Encumbrances: Represents outstanding purchase orders for goods or services approved by management for specific purposes from available resources of the current year for which the goods and materials have not yet been received or the service have not yet been rendered by June 30. g. Designated for Subsequent Year’s Expenditures: This designation was created to dedicate the portion of fund balance appropriated in the adopted subsequent year’s district budget certified for taxes. h. Prepaid Expenses: Costs such as rent, interest, insurance premium, etc., that are paid in advance of actually incurring them and (as opposed to deferred charges) are regularly recurring the normal course of a business.
Page 104 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Financial Section: Fund Balance i. Unassigned fund balance: This category accounts for the portion of the fund balance left in the General Fund, that is in excess of what can properly be classified in one of the three categories already described. This unassigned fund balance will be maintained to provide the District with sufficient working capital and a margin of safety to address unexpected critical needs without borrowing. The Unassigned Fund Balance category may only be appropriated by resolution by the Westerly School Committee.
On January 4, 2012 the Westerly School Committee voted on a formal fund balance policy. (Below) The policy states that the district would set a goal of an unrestricted fund balance between 2.50 and 5.0 percent of the annual School Operating Budget.
The School Committee also made a commitment to reduce the reliance on use of fund balance in the operating budget. This district continues to meet this commitment with the reduction of the fund balance in 2013 of $1,000,000 to $200,000 in the 2017 budget presentation.
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INFORMATIONAL SECTION
Informational Section: Community
About Westerly RI
Westerly is both the most southern and western location in Washington County Rhode Island, and is home to the popular villages of Misquamicut and Watch Hill, two distinctive summer resort communities. Recognized as having the most beautiful beaches on the east coast, Westerly is the perfect place to enjoy a relaxing or action-packed vacation. Misquamicut State Beach is the largest beach in Rhode Island and offers a wide array of attractions, exciting nightlife and events. It is the ideal family destination, offering water slides, mini golf courses, free movies on the beach and fun filled hours in the waves of the Atlantic Ocean.
While traveling along the scenic roads in Watch Hill, you will get a glimpse of spectacular architecture and impressive mansion-style homes. Watch Hill is a picturesque tranquil seaside community that boasts lovely beaches and a waterfront village. Napatree Point in Watch Hill is a spectacular, hidden gem of a beach with great family appeal located next to the country’s oldest Flying Horse carousel. Watch Hill is home to two breathtaking ladies, the Ocean House, a 5 star resort, and Rhode Island’s most famous resident, the incredibly talented Taylor Swift.
Charming downtown Westerly, with its wonderful Victorian architecture, examples of fine granite work, and beautifully landscaped Wilcox Park, earned the designation 'one of the twelve most distinctive destinations in the country' by the National Trust for Historic Preservation. Historic downtown Westerly Pawcatuck is joined by the scenic
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Pawcatuck River. Shops and eateries have outstanding views and there are several outdoor dining options. Downtown is a hip arts scene and has earned a reputation as Southern Rhode Island's dining and nightlife destination. The eclectic shops feature furniture, trendy apparel and unique gifts from antiques to designer wedding gowns. Visit the Granite Theatre, for a show or enjoy ice skating at the outdoor rink. The charm of our two state downtown will keep you coming back for more!
Westerly is located just 8 miles from Mystic, Connecticut and its signature attractions such as the Mystic Aquarium, Mystic Seaport, historic downtown Mystic and Olde Mystic Village. Foxwoods Resort Casino is just a 15 minute drive.
*www.oceanchamber.org
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Page 162 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Informational Section: Census Data
Westerly, Washington County, Rhode Island Rhode Island Population Population estimates, July 1, 2015, (V2015) NA 1,056,298 Population estimates, July 1, 2014, (V2014) 22,731 1,055,173 Population estimates base, April 1, 2010, (V2015) NA 1,052,931 Population estimates base, April 1, 2010, (V2014) 22,787 1,052,931 Population, percent change - April 1, 2010 (estimates base) to July 1, 2015, (V2015) NA 0.3% Population, percent change - April 1, 2010 (estimates base) to July 1, 2014, (V2014) -0.2% 0.2% Population, Census, April 1, 2010 22,787 1,052,567 Age and Sex Persons under 5 years, percent, July 1, 2014, (V2014) X 5% Persons under 5 years, percent, April 1, 2010 5.30% 6% Persons under 18 years, percent, July 1, 2014, (V2014) X 20% Persons under 18 years, percent, April 1, 2010 21% 21% Persons 65 years and over, percent, July 1, 2014, (V2014) X 16% Persons 65 years and over, percent, April 1, 2010 18.60% 14% Female persons, percent, July 1, 2014, (V2014) X 52% Female persons, percent, April 1, 2010 52.10% 52% Race and Hispanic Origin White alone, percent, July 1, 2014, (V2014) (a) X 85% White alone, percent, April 1, 2010 (a) 92.90% 81% Black or African American alone, percent, July 1, 2014, (V2014) (a) X 7.7% Black or African American alone, percent, April 1, 2010 (a) 1% 5.7% American Indian and Alaska Native alone, percent, July 1, 2014, (V2014) (a) X 0.9% American Indian and Alaska Native alone, percent, April 1, 2010 (a) 0.70% 0.6% Asian alone, percent, July 1, 2014, (V2014) (a) X 3.5% Asian alone, percent, April 1, 2010 (a) 2.50% 2.9% Native Hawaiian and Other Pacific Islander alone, percent, July 1, 2014, (V2014) (a) X 0.2% Native Hawaiian and Other Pacific Islander alone, percent, April 1, 2010 (a) Z 0.1% Two or More Races, percent, July 1, 2014, (V2014) X 2.6% Two or More Races, percent, April 1, 2010 2% 3.3% Hispanic or Latino, percent, July 1, 2014, (V2014) (b) X 14.0% Hispanic or Latino, percent, April 1, 2010 (b) 2.90% 12.4% White alone, not Hispanic or Latino, percent, July 1, 2014, (V2014) X 74.5% White alone, not Hispanic or Latino, percent, April 1, 2010 91.40% 76.4% Population Characteristics Veterans, 2010-2014 1627 68506 Foreign born persons, percent, 2010-2014 5.40% 13.10% Housing Housing units, July 1, 2014, (V2014) X 462,625 Housing units, April 1, 2010 12,320 463,388 Owner-occupied housing unit rate, 2010-2014 65 60 Median value of owner-occupied housing units, 2010-2014 285,300 241,200 Median selected monthly owner costs -with a mortgage, 2010-2014 1,829 1,867 Median selected monthly owner costs -without a mortgage, 2010-2014 612 679 Median gross rent, 2010-2014 1,074 923 Building permits, 2014 X 952 Families and Living Arrangements Households, 2010-2014 9,579 409,569 Persons per household, 2010-2014 2.34% 2.47% Living in same house 1 year ago, percent of persons age 1 year+, 2010-2014 86.80% 86.60% Language other than English spoken at home, percent of persons age 5 years+, 2010-2014 10.10% 21.10% Education High school graduate or higher, percent of persons age 25 years+, 2010-2014 88.40% 85.40% Bachelor's degree or higher, percent of persons age 25 years+, 2010-2014 31.90% 31.4# Health With a disability, under age 65 years, percent, 2010-2014 7.10% 9% Persons without health insurance, under age 65 years, percent 9.90% 8.70%
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 163 Informational Section: Census Data Westerly , Washington County, Economy Rhode Island Rhode Island In civilian labor force, total, percent of population age 16 years+, 2010-2014 63.30% 65.50% In civilian labor force, female, percent of population age 16 years+, 2010-2014 59.70% 61.70% Total accommodation and food services sales, 2007 ($1,000) (c) 63,198 2,148,674 Total health care and social assistance receipts/revenue, 2007 ($1,000) (c) 172,652 7,161,384 Total manufacturers shipments, 2007 ($1,000) (c) 133,413 12,061,517 Total merchant wholesaler sales, 2007 ($1,000) (c) D 9,182,788 Total retail sales, 2007 ($1,000) (c) 482,150 12,286,485 Total retail sales per capita, 2007 (c) 20,622 11,646 Transportation Mean travel time to work (minutes), workers age 16 years+, 2010-2014 21.9 23.8 Income and Poverty Median household income (in 2014 dollars), 2010-2014 62,381 56,423 Per capita income in past 12 months (in 2014 dollars), 2010-2014 35,420 30,765 Persons in poverty, percent 10 14.3 Businesses Total employer establishments, 2013 X 28026(1) Total employment, 2013 X 408489(1) Total annual payroll, 2013 X 17783511(1) Total employment, percent change, 2012-2013 X 1.4(1) Total nonemployer establishments, 2013 X 73,758 All firms, 2007 2,356 96,822 Men-owned firms, 2007 1,250 54,882 Women-owned firms, 2007 707 26,412 Minority-owned firms, 2007 S 9,823 Nonminority-owned firms, 2007 2,078 81,831 Veteran-owned firms, 2007 216 10,713 Nonveteran-owned firms, 2007 1,868 78,185 Geography Population per square mile, 2010 771.9 1018.1 Land area in square miles, 2010 29.52 1033.81 FIPS Code "4400977000" "44"
This geographic level of poverty and health estimates are not comparable to other geographic levels of these estimates
Some estimates presented here come from sample data, and thus have sampling errors that may render some apparent differences between geographies statistically indistinguishable. Click the Quick Info icon to the left of each row in TABLE view to learn about sampling error.
The vintage year (e.g., V2015) refers to the final year of the series (2010 thru 2015). Different vintage years of estimates are not comparable.
(1) Includes data not distributed by county.
(a) Includes persons reporting only one race (b) Hispanics may be of any race, so also are included in applicable race categories (c) Economic Census - Puerto Rico data are not comparable to U.S. Economic Census data
D: Suppressed to avoid disclosure of confidential information F: Fewer than 25 firms FN: Footnote on this item in place of data NA: Not available S: Suppressed; does not meet publication standards X: Not applicable Z: Value greater than zero but less than half unit of measure shown
QuickFacts data are derived from: Population Estimates, American Community Survey, Census of Population and Housing, Current Population Survey, Small Area Health Insurance Estimates, Small Area Income and Poverty Estimates, State and County Housing Unit Estimates, County Business Patterns, Nonemployer Statistics, Economic Census, Survey of Business Owners, Building Permits.
Page 164 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017
APPENDICES
Appendices: Teacher Salary and Degree Information
Number of Teachers and Levels of Degree As of December 2015 Education Number of % of Degree Teachers Total Bachelor's 113 38% NTBC 14 5% CAGS 10 3% Master's 163 54%
Total 300 100
Step Status of 2016 Current WTA Certified Teachers
Step 1 2 3 4 5 6 7 8 9 Total
Teacher FTE 14.1 9 8.4 11.5 4 9 14.4 11 214.3 295.7
FTE % by step 4.77% 3.04% 2.84% 3.89% 1.35% 3.04% 4.87% 3.72% 72.47% 100.00%
Teacher Base Salaries Fiscal Year Minimum Salary Median Salary Maximum Salary 2014 $ 47,087.00 $ 57,967.00 $ 84,392.54 2015 $ 48,000.00 $ 57,967.00 $ 84,393.54 2016 $ 48,000.00 $ 60,187.00 $ 85,417.46
Notes: A. The minimum salary represents the minimum amount a teacher with a bachelor's degree may earn for classroom instruction during the school year according to the lane and step salary schedule dependent on education attainment and years of service.
B. The maximum salary represents the maximum amount a teacher with a master's degree may earn for classroom instruction during the school year according to the lane and step salary schedule dependent on educational attainment and years of service. A Master's degree stipend is $2,488.54.
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 167 Appendices: Teacher Salary and Degree Information
Rank By Top Step Master's Work Daily Daily Rate State of Rhode Island Total Daily Rate Salary Pay Year Rate w/Master's Narragansett 1 $79,620 $3,804 $83,424 181 $460.90 $461 Lincoln 2 $80,523 $3,849 $84,372 184 $458.54 $459 Barrington 3 $81,954 $3,374 $85,328 187 $456.30 $456 South Kingstown 4 $76,582 $5,214 $81,796 182 $449.43 $449 Westerly 5 $81,905 $2,489 $84,394 188 $448.90 $449 Exeter/West Greenwich 6 $78,786 $3,500 $82,286 184 $447.21 $447 East Greenwich 7 $78,898 $2,845 $81,743 183 $446.68 $447 Chariho 8 $80,042 $2,106 $82,148 184.5 $445.25 $445 Coventry 9 $79,026 $2,400 $81,426 183 $444.95 $445 Middletown* 10 $76,968 $2,827 $79,795 181 $440.86 $441 Newport 11 $76,837 $4,241 $81,078 184 $440.64 $441 Scituate 12 $76,613 $3,190 $79,803 182 $438.48 $438 Portsmouth 13 $76,652 $2,625 $79,277 181 $437.99 $438 Bristol/Warren 15 $77,353 $2,900 $80,253 183.5 $437.35 $437 North Kingstown 16 $77,043 $3,349 $80,392 184 $436.91 $437 New Shoreham 17 $76,051 $3,316 $79,367 183 $433.70 $434 Cumberland 18 $77,201 $3,000 $80,201 185 $433.52 $434 Jamestown 19 $77,235 $2,350 $79,585 184 $432.53 $433 Cranston 20 $75,378 $3,154 $78,532 182 $431.49 $431 Smithfield 21 $75,564 $2,500 $78,064 183 $426.58 $427 Providence 23 $74,003 $2,855 $76,858 181 $424.63 $425 West Warwick 22 $72,489 $4,100 $76,589 181 $423.14 $423 Glocester 24 $74,172 $2,674 $76,846 182 $422.23 $422 Foster* 25 $73,254 $3,415 $76,669 182 $421.26 $421 North Providence 26 $71,461 $4,624 $76,085 181 $420.36 $420 Johnston 27 $73,235 $3,506 $76,741 183 $419.35 $419 Little Compton 28 $74,379 $2,414 $76,793 184 $417.35 $417 North Smithfield* 29 $74,900 $1,885 $76,785 185 $415.05 $415 Pawtucket 30 $73,720 $2,600 $76,320 184 $414.78 $415 Foster/Glocester* 31 $71,972 $3,356 $75,328 182 $413.89 $414 Tiverton* 32 $71,407 $3,042 $74,449 182 $409.06 $409 Central Falls 33 $72,664 $2,800 $75,464 185 $407.91 $408 Burrillville* 34 $72,259 $3,000 $75,259 186 $404.62 $405 Warwick 14 $70,561 $3,480 $74,041 183 $404.60 $405 Woonsocket 35 $70,042 $3,327 $73,369 183 $400.92 $401 East Providence* 36 $69,573 $1,061 $70,634 183 $385.98 $386 * Information not included in 2015/16 Teacher Basic Salary to the RIASC Provided by Rhode Island Association of School Committees
Page 168 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Performance Data
Westerly Public Schools: Performance Data Average SAT Scores For Rhode Island School Math School Reading School Writing Barrington High School 588 Barrington High School 573 Barrington High School 562 East Greenwich High School 572 East Greenwich High School 568 East Greenwich High School 556 South Kingstown High School 572 South Kingstown High School 551 South Kingstown High School 543 Narragansett High School 543 The Greene School 550 Mt. Hope High School 542 North Kingstown Senior High School540 North Kingstown Senior High School543 Portsmouth High School 526 North Smithfield High School 539 Scituate High School 540 North Kingstown Senior High School525 Portsmouth High School 538 Mt. Hope High School 537 Scituate High School 522 Scituate High School 534 Portsmouth High School 536 Narragansett High School 522 Middletown High School 531 Classical High School 529 The Greene School 515 Mt. Hope High School 527 Narragansett High School 527 North Smithfield High School 511 Lincoln Senior High School 527 Exeter-West Greenwich Regional High525 SchoolClassical High School 509 Westerly High School 517 North Smithfield High School 523 Exeter-West Greenwich Regional High509 School Classical High School 515 Lincoln Senior High School 521 Lincoln Senior High School 508 Exeter-West Greenwich Regional High512 SchoolBlock Island School 517 Chariho Regional High School 501 Cumberland High School 508 Chariho Regional High School 514 Middletown High School 494 Smithfield Senior High School 504 Middletown High School 509 Toll Gate High School 494 Burrillville High School 503 Warwick Veterans Memorial High School506 Block Island School 489 Chariho Regional High School 499 Westerly High School 502 Westerly High School 487 Warwick Veterans Memorial High School499 Pilgrim High School 501 Pilgrim High School 484 Ponaganset High School 493 Toll Gate High School 500 Ponaganset High School 483 Block Island School 492 Ponaganset High School 499 Burrillville High School 483 Cranston High School West 485 Cumberland High School 496 Warwick Veterans Memorial High School482 Statewide 481 Smithfield Senior High School 494 Cumberland High School 482 Coventry High School 481 Burrillville High School 494 Smithfield Senior High School 480 Toll Gate High School 480 Cranston High School West 487 Cranston High School West 475 The Greene School 478 Statewide 480 Statewide 468 Pilgrim High School 478 Coventry High School 473 West Warwick Senior High School 464 East Providence High School 468 West Warwick Senior High School 473 North Providence High School 463 Tiverton High School 464 East Providence High School 468 JM Walsh School for the Performing462 & Visual Arts Cranston High School East 463 Rogers High School 468 Rogers High School 460 Rogers High School 460 North Providence High School 468 Coventry High School 459 North Providence High School 460 Tiverton High School 467 Cranston High School East 455 West Warwick Senior High School 458 JM Walsh School for the Performing466 & VisualBeacon Arts Charter High School for the 454Arts JM Walsh School for the Performing455 & VisualCranston Arts High School East 465 Tiverton High School 450 William M. Davies Career & Technical455 CenterMetropolitan Regional Career & Technical463 JohnstonCenter Senior High School 449 Times2 Academy 451 Johnston Senior High School 460 Times2 Academy 447 Johnston Senior High School 450 Beacon Charter High School for the Arts459 East Providence High School 446 Woonsocket High School 448 Times2 Academy 451 Metropolitan Regional Career & Technical435 Center Metropolitan Regional Career & Technical443 Woonsocket Center High School 449 Woonsocket High School 431 Blackstone Academy Charter School430 William M. Davies Career & Technical443 CenterWilliam M. Davies Career & Technical426 Center Beacon Charter High School for the426 ArtsWilliam E. Tolman Senior High School420 Blackstone Academy Charter School409 William E. Tolman Senior High School408 Blackstone Academy Charter School408 RI Nurses Institute Middle College Charter406 High School Central Falls High School 398 RI Nurses Institute Middle College Charter408 William High School E. Tolman Senior High School397 Paul Cuffee Charter School 394 Paul Cuffee Charter School 380 Academy for Career Exploration 389 Shea Senior High School 389 Academy for Career Exploration 380 Paul Cuffee Charter School 375 RI Nurses Institute Middle College388 CharterShea High Senior School High School 371 E-Cubed Academy 374 Academy for Career Exploration 386 Dr. Jorge Alvarez High School 370 Shea Senior High School 373 Central High School 375 Providence Career & Technical Academy366 Dr. Jorge Alvarez High School 358 Dr. Jorge Alvarez High School 368 Central Falls High School 365 Central Falls High School 357 Hope High School 363 E-Cubed Academy 365 Central High School 350 Providence Career & Technical Academy363 Central High School 357 Hope High School 341 E-Cubed Academy 358 Hope High School 354 Providence Career & Technical Academy340 Mount Pleasant High School 337 Mount Pleasant High School 336 Mount Pleasant High School 318
Five Year Graduation Rate 2013-2014 Students Entering Grade 9 in 2009-10 % Graduated in 4 Years % Graduated in 5 years % Graduated within 5 Years Rhode Island 80.10% 3.80% 83.90% Westerly 87.60% 1.60% 89.20%
*http://infoworks.ride.ri.gov/state/ri
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 169 Appendices: Performance Data
Mathematics Demographically Equivalent Districts Percent Students Meeting or Exceeding Expectations
ELA/Literacy Demographically Equivalent Districts Percent Students Meeting or Exceeding Expectations
Mathematics
Page 170 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Position Control
WPS: Position Control (excludes sport coaches)
FTE FTE FTE FTE FTE FTE FY 17 FY 16 FY 16 FY 15 FY 14 FY13 Summary Budget Actual Budget Actual Actual Actual Administration/District 38.43 39.03 39.28 39.28 38.28 34.78 Teacher/WTA 298.50 296.50 297.80 298.80 299.20 302.27 Aides & Clerical 139.25 139.25 133.79 137.79 133.75 135.95 Maintenance & Custodial 26.50 26.50 28.00 28.00 28.00 27.00 Bus Drivers, Monitors, & Crossing Guards 62.41 62.41 65.88 65.88 72.88 71.88 565.09 563.69 564.75 569.75 572.11 571.88 Position Administration/District SUPERINTENDENT OF SCHOOLS 1.00 1.00 1.00 1.00 1.00 1.00 ASSISTANT SUPERINTENDENT 1.00 1.00 1.00 1.00 1.00 1.00 DIRECTOR OF PUPIL PERSONNEL 1.00 1.00 1.00 1.00 1.00 1.00 DIRECTOR OF TECHNOLOGY 1.00 1.00 1.00 1.00 1.00 1.00 FINANCE DIRECTOR 0.50 0.50 0.50 0.50 0.40 0.50 DIRECTOR OF TRANSPORTATION 1.00 1.00 1.00 1.00 1.00 1.00 DIRECTOR COMMUNITY RELATIONS 1.00 1.00 1.00 1.00 1.00 1.00 PRINCIPAL - HIGH SCHOOL 1.00 1.00 1.00 1.00 1.00 1.00 PRINCIPAL - MIDDLE SCHOOL 1.00 1.00 1.00 1.00 1.00 1.00 PRINCIPAL - ELEMENTARY 3.00 3.60 3.60 3.60 3.60 3.60 ASSISTANT PRINCIPAL - HIGH SCHOOL 2.00 2.00 2.00 2.00 2.00 2.00 ASSISTANT PRINCIPAL - MIDDLE SCHOOL 1.00 1.00 2.00 2.00 2.00 2.00 ATHLETIC DIRECTOR 1.00 1.00 1.00 1.00 1.00 1.00 EXECUTIVE ASSISTANT - DISTRICT 3.20 3.20 3.00 3.00 3.00 3.00 EXECUTIVE ASSISTANT - HIGH SCHOOL 1.00 1.00 1.00 1.00 1.00 1.00 EXECUTIVE ASSISTANT - MIDDLE SCHOOL 1.00 1.00 1.00 1.00 1.00 1.00 EXECUTIVE ASSISTANT - ELEMENTARY 4.00 4.00 4.00 4.00 4.00 0.00 DEPUTY FINANCE DIRECTOR TOWN/WPS 0.60 0.60 0.60 0.60 0.60 0.00 BUSINESS MANAGER 0.00 0.00 0.00 0.00 0.00 1.00 ACCOUNTANT 0.60 0.60 0.60 0.60 0.50 0.50 FINANCIAL ASSISTANT 0.60 0.60 0.60 0.60 0.10 0.00 PAYROLL COORDINATOR 0.60 0.60 0.60 0.60 1.00 1.00 PT PAYROLL CLERK 0.15 0.15 0.50 0.50 0.00 0.00 PURCHASING AGENT 0.60 0.60 0.60 0.60 0.40 0.50 HUMAN RESOURCE COORDINATOR 1.00 1.00 1.00 1.00 1.00 1.00 ADMINISTRATIVE ASSISTANT HUMAN RESOURCES 1.40 1.40 1.00 1.00 1.00 1.00 SAFETY OFFICER 0.50 0.50 0.00 0.00 0.00 0.00 FAMILY ENGAGEMENT 1.00 1.00 1.00 1.00 1.00 1.00 COMPUTER TECHNOLOGY 3.80 3.80 3.80 3.80 3.80 3.80 DATA ANALYST 1.00 1.00 1.00 1.00 1.00 1.00 TRANSPORTATION DISPATCHER 1.00 1.00 1.00 1.00 1.00 1.00 TRUANCY OFFICE 0.88 0.88 0.88 0.88 0.88 0.88 38.43 39.03 39.28 39.28 38.28 34.78
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 171 Appendices: Position Control
FTE FTE FTE FTE FY 17 FY 16 FY 2016 FY 15 FY 14 FY13 Teacher/WTA Budget Actual Budget Actual Actual Actual PRESCHOOL TEACHERS 4.0 4.0 4.00 4.00 4.00 4.00 KINDERGARTEN TEACHERS 11.0 11.0 12.00 12.00 11.00 12.00 FIRST GRADE 11.0 11.0 10.60 10.60 11.50 12.00 SECOND GRADE 10.0 10.0 11.00 11.00 11.50 11.00 THIRD GRADE 10.0 10.0 10.00 10.00 10.50 11.00 FOURTH GRADE 11.0 11.0 9.50 9.50 10.50 12.00 FIFTH GRADE 9.0 9.0 9.00 10.00 9.00 8.00 ELEMENTARY SOCIAL STUDIES 0.0 0.0 0.00 0.00 1.00 0.00 FOREIGN LANGUAGE ELEMENTARY SCHOOL (FLES) 1.0 1.0 1.00 1.00 0.00 0.00 ART TEACHER 7.0 7.0 6.10 6.10 7.60 6.67 BEHAVIOR SPECIALIST (NEW) 1.0 0.0 0.00 0.00 0.00 1.00 BUSINESS TEACHER 2.8 2.8 3.00 3.00 3.00 4.00 CLINICAL DAY TEACHER 0.0 0.0 0.00 0.00 0.00 1.00 ED TECH COORDINATOR 1.0 1.0 1.00 1.00 1.00 1.00 COSMOTOLOGY TEACHER 1.0 1.0 1.00 1.00 1.00 1.00 CURRICULUM LEADERS 3.5 4.0 4.00 4.00 4.00 0.00 CULINARY 1.0 1.0 1.00 1.00 0.80 1.00 DEAN OF STUDENTS /STUDENT SUPPORT 2.0 2.0 2.00 2.00 2.00 2.00 EARLY CHIDHOOD COORDINATOR 1.0 1.0 1.00 1.00 1.00 1.00 ELL (ENGLISH LANGUAGE LEARNING) 3.6 3.6 4.00 4.00 4.00 4.00 ELL COORDINATOR 1.0 1.0 1.00 1.00 1.00 1.00 ENGLISH TEACHER 18.9 18.9 19.00 19.00 17.50 18.00 FAMILY LIFE & SCIENCE 1.0 1.0 1.00 1.00 1.00 1.00 FOREIGN LANGUAGE TEACHER/WORLD LANGUAGE 9.0 9.0 9.00 9.00 9.00 8.00 GUIDANCE 6.0 6.0 6.00 6.00 6.00 6.00 HEALTH TEACHER 0.0 0.0 0.00 1.00 0.00 1.00 INDUSTRIAL ARTS- ROBOTICS 1.0 1.0 1.00 1.00 1.00 1.00 INSTRUCTIONAL COORDINATOR 2.0 2.0 2.00 1.00 1.00 1.00 INTERVENTION COORDINATOR 0.0 0.0 0.00 0.00 1.00 1.00 LIBRARIAN/TEACHER 5.5 5.5 5.30 5.30 5.50 5.50 MATH TEACHER (ADDED 1) 22.0 21.0 19.80 20.80 22.60 21.70 STEM COORDINATOR 1.0 1.0 1.00 1.00 1.00 1.00 DANCE TEACHER (NEW) 0.5 0.0 0.00 0.00 0.00 0.00 MUSIC TEACHER 7.0 7.0 7.00 7.00 7.50 6.80 NURSE TEACHER 6.0 6.0 6.00 6.00 5.00 5.00 PHYSICAL EDUCATION 15.5 15.5 15.00 15.00 16.00 15.00 PORTFOLIO PROJECT 0.6 0.6 1.00 1.00 0.60 0.50 PRE ENGINEERING 2.0 2.0 2.00 2.00 2.00 1.00 PSYCHOLOGIST 4.0 4.0 4.00 4.00 4.00 4.00 READING 8.0 8.0 9.00 9.00 9.00 9.00 READING COORDINATOR 1.0 1.0 1.00 1.00 1.00 1.00 SOCIAL STUDIES TEACHER 17.9 17.9 18.00 18.00 18.60 17.50 SOCIAL STUDIES CURRENT EVENTS 0.0 0.0 0.00 0.00 0.00 0.00 SCIENCE TEACHER 17.0 17.0 18.00 18.00 17.50 18.60 SOCIAL WORKER 7.5 7.5 7.50 6.50 5.00 5.00 SPECIAL EDUCATION 35.0 35.0 33.00 33.00 33.00 37.00 SPECIAL EDUCATION LEA COORDINATOR 3.0 3.0 4.00 4.00 3.00 4.00 SPEECH PATHOLOGIST 7.8 7.8 8.00 8.00 9.00 9.00 STUDENT EQUITY TEACHER* Title change 0.0 0.0 1.00 1.00 0.00 1.00 STUDENT INTERVENTION 1.0 1.0 1.00 1.00 1.00 1.00 TECHNOLOGY TEACHER 4.0 4.0 4.00 4.00 5.00 5.00 TRANSITION COORDINATOR 0.4 0.4 1.00 1.00 1.00 1.00 SECONDARY DEPARTMENT HEAD* Title change 1.0 1.0 1.00 1.00 0.00 0.00 ALP COORDINATOR* Title Change 1.0 1.0 1.00 1.00 1.00 1.00 298.50 296.50 297.80 298.80 299.20 302.27
Page 172 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Position Control
FTE FTE FTE FTE FY 17 FY 16 FY 16 FY 15 FY 14 FY13 Summary Budget Actual Budget Actual Actual Actual Aides & Clerical ACCOUNTS PAYABLE COORDINATOR 1.20 1.20 1.20 1.20 1.00 1.00 ADMINISTRATIVE ASSISTANT - PART TIME 0.80 0.80 0.40 0.40 0.63 0.63 ADMINISTRATIVE PROGRAM ASSISTANT - PART TIME 0.88 0.88 0.40 0.40 0.40 0.40 ADMINISTRATIVE SUPPORT FACILITIES 0.88 0.88 0.75 0.75 0.63 0.63 ADMINSTRATIVE ASSISTANT TECHNOLOGY 1.00 1.00 1.00 1.00 1.00 1.00 ADMINSTRATIVE ASSISTANT TO COMMUNITY RELATIONS 1.37 1.37 1.37 1.37 1.37 1.37 BUILDING AIDES 4.00 4.00 4.00 4.00 4.00 4.00 BUILDING ASSISTANT - PART TIME 2.62 2.62 3.81 3.81 3.70 3.70 CAFETERIA/RECESS AIDE - PART TIME 23.00 23.00 17.33 17.33 17.33 17.33 CLINIC ASSISTANT - PART TIME 1.24 1.24 1.20 1.20 1.30 1.50 ELL ASSISTANT 4.00 4.00 4.00 4.00 4.00 4.00 ENRICHMENT PROGRAM PROVIDER 4.41 4.41 4.00 4.00 4.00 4.00 FAMILY ENGAGEMENT COORDINATOR 0.52 0.52 0.52 0.52 0.52 0.52 HOMELESS COORDINATOR 0.52 0.52 0.52 0.52 0.52 0.52 KINDERGARTEN ASSISTANT 6.50 6.50 6.50 6.50 6.50 6.50 LIBRARY ASSISTANT 2.00 2.00 2.00 2.00 2.00 2.00 LITERACY ASSISTANT 0.52 0.52 0.52 0.52 0.52 0.52 PARENT LIAISON 0.82 0.82 0.73 0.73 0.73 0.73 EARLY CHIDHOOD EDUCATOR - PART TIME 0.16 0.16 0.20 0.20 0.20 0.20 PART TIME PARENT EDUCATOR - PART TIME 0.58 0.58 0.40 0.40 0.40 0.40 PRESCHOOL SPECIAL EDUCATION AIDES 6.70 6.70 6.80 6.80 5.00 6.00 PURCHASING COORDINATOR 0.60 0.60 0.60 0.60 1.00 1.00 SCREENERS 1.00 1.00 1.15 1.15 1.20 1.20 SECRETARY - PUPIL PERSONNEL 2.00 2.00 2.00 2.00 2.00 2.00 SECRETARY - CALENDAR YEAR 7.00 7.00 7.33 7.33 4.00 4.00 SECRETARY - SCHOOL YEAR 5.63 5.63 5.76 5.76 6.00 9.00 SITE COORDINATOR 0.80 0.80 0.80 0.80 0.80 0.80 SPECIAL EDUCATION PARAPROFESSIONAL 57.50 57.50 57.50 61.50 62.00 60.00 SPECIAL EDUCATION PARAPROFESSIONAL - JOB COACH 1.00 1.00 1.00 1.00 1.00 1.00 139.25 139.25 133.79 137.79 133.75 135.95 Maintenance & Custodial BOILERMAN/CUSTODIAN 6.00 6.00 7.00 7.00 6.00 6.00 CUSTODIAN/MAINTENANCE 17.50 17.50 18.00 18.00 19.00 18.00 ELECTRICIAN 1.00 1.00 1.00 1.00 1.00 1.00 MECHANIC 2.00 2.00 2.00 2.00 2.00 2.00 26.50 26.50 28.00 28.00 28.00 27.00 Bus Drivers, Monitors, & Crossing Guards CROSSING GUARDS 2.61 2.61 1.88 1.88 1.88 1.88 DRIVER IN TRAINING 2.00 2.00 2.00 2.00 3.00 1.00 REGULAR BUS DRIVERS 24.40 24.40 22.00 22.00 21.00 22.00 SPECIAL EDUCATION BUS AIDE 7.00 7.00 8.00 8.00 9.00 10.00 SPECIAL EDUCATION DRIVER 6.00 6.00 9.00 9.00 6.00 7.00 SUBSTITUTE BUS DRIVERS 3.00 3.00 3.00 3.00 8.00 7.00 SCHOOL BUS MONITOR 17.40 17.40 20.00 20.00 24.00 23.00 62.41 62.41 65.88 65.88 72.88 71.88
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 173
Page 174 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Assessed Value and Actual Value of Taxable Property Last Ten Years (unaudited)
Total Direct Total Direct Fiscal Real Tangible Motor less Total Taxable Tax Rate Tax Rate Year Property Property Inventory Vehicles Exemptions Assessed Value Real MV
2015 $ 5,767,432,015 $ 115,459,093 $ - $ 215,176,591 $ 108,693,817 $ 5,989,385,500 10.82 29.67 2014 $ 5,720,353,700 $ 117,617,714 $ - $ 208,705,482 $ 109,796,164 $ 5,936,880,732 10.64 29.67 2013 $ 5,681,316,650 $ 113,754,910 $ - $ 206,850,868 $ 187,685,148 $ 5,887,246,189 10.53 29.67 2012 $ 6,029,044,940 $ 111,092,881 $ - $ 207,200,816 $ 123,833,594 $ 6,223,505,043 9.74 29.67 2011 $ 6,003,921,400 $ 109,834,014 $ - $ 199,010,668 $ 125,761,643 $ 6,187,004,439 9.74 29.67 2010 $ 5,968,175,200 $ 103,394,190 $ - $ 196,704,453 $ 123,264,095 $ 6,145,009,748 9.62 29.67 2009 $ 6,409,080,500 $ 103,052,933 $ - $ 165,920,358 $ 187,658,148 $ 6,490,395,643 8.87 29.67 2008 $ 6,328,033,730 $ 96,273,051 $ - $ 182,725,179 $ 185,143,059 $ 6,421,888,901 8.87 29.67 2007 $ 6,224,102,400 $ 94,064,493 $ 31,563,795 $ 175,020,389 $ 192,699,255 $ 6,332,051,822 8.60 29.67 2006 $ 4,601,087,750 $ 87,707,322 $ 31,945,246 $ 174,601,784 $ 167,505,669 $ 4,727,836,433 10.71 29.67
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 175 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND
Property Tax Rates (per $1,000 of assessed value) Last Ten Fiscal Years (Unaudited)
Real Estate and Personal Levy Year Property Motor Vehicle
2006 10.71 29.67 2007 8.60 29.67 2008 8.87 29.67 2009 8.87 29.67 2010 9.62 29.67 2011 9.74 29.67 2012 9.74 29.67 2013 10.53 29.67 2014 10.64 29.67 2015 10.82 29.67
Source: Finance Department, Westerly, Rhode Island
Page 176 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Principal Property Taxpayers
(unaudited)
2015 2006 Assessed % Net Taxable Assessed % Net Taxable Name Value Rank Grand List Name Value Rank Grand List
National Grid $ 32,214,329 1 0.543% Washington Trust Company $ 19,020,780 1 0.402% Washington Trust Company $ 23,469,424 2 0.395% Home Depot USA, Inc. $ 17,503,463 2 0.370% Ocean House Hotel Partners, LLC $ 23,424,100 3 0.395% Franklin Plaza, LLC $ 17,493,580 3 0.370% Westerly Ventures, LLC $ 20,229,500 4 0.341% Shelter Harbor Golf Club $ 16,440,802 4 0.348% Franklin Plaza, LLC $ 18,024,180 5 0.304% Misquamicut Club, The $ 13,326,585 5 0.282% Misquamicut Club $ 17,879,594 7 0.301% Narragansett Electric Co. $ 11,613,883 7 0.246% Kahuna Rhode Island, LLC $ 16,888,400 6 0.284% Wilmington Trust Co. $ 11,474,400 6 0.243% Charles Royce $ 14,769,255 8 0.249% Bluff Avenue, LLC $ 11,165,600 8 0.236% Home Depot, USA, Inc. $ 14,251,385 9 0.240% Holmgren, John J & Antoinette $ 10,641,900 9 0.225% Shelter Harbor Golf Club $ 13,441,533 10 0.226% Moore Company, The $ 9,395,726 10 0.199%
NET ASSESSED VALUE AS OF 12/31/14: $5,936,880,732 NET ASSESSED VALUE AS OF 12/31/05: $4,727,836,433
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 177 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Property Tax Levies and Collections Last Ten Years (unaudited)
Collected within the Collected in Total Taxes Levied Fiscal Year Subsequent Collections Balance Fiscal Year (net abatements) Amount % of Levy Years Amount Remaining % of Levy
2006 $ 49,558,714 $ 48,875,918 98.62% $ 618,859 $ 49,494,777 $ 63,937 99.87% 2007 $ 52,055,765 $ 51,428,447 98.79% $ 562,282 $ 51,990,729 $ 65,036 99.88% 2008 $ 56,226,442 $ 55,596,246 98.88% $ 557,154 $ 56,153,400 $ 73,042 99.87% 2009 $ 58,934,410 $ 57,978,492 98.38% $ 886,555 $ 58,865,047 $ 69,363 99.88% 2010 $ 59,188,131 $ 58,104,182 98.17% $ 990,431 $ 59,094,613 $ 93,518 99.84% 2011 $ 62,941,885 $ 61,760,687 98.12% $ 885,562 $ 62,646,249 $ 295,636 99.53% 2012 $ 63,528,578 $ 61,369,984 96.60% $ 1,480,356 $ 62,850,340 $ 678,238 98.93% 2013 $ 65,309,604 $ 63,930,910 97.89% $ 2,054,858 $ 65,985,768 $ (676,164) 101.04% 2014 $ 67,067,280 $ 64,645,348 96.39% $ 1,624,907 $ 66,270,255 $ 797,025 98.81% 2015 $ 67,067,280 $ 66,274,258 98.82% $ - $ 66,274,258 $ 793,022 98.82%
Page 178 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND
Ratios of Outstanding Debt by Type Last Ten Fiscal Years (unaudited)
Governmental Activities Business Type Activities General Notes and General Total Percentage Obligation Loan Capital Obligation Loans Capital Primary of Personal Per Year Bonds Payable Leases Bonds Payable Leases Government Income Capita
2015 $ 59,347,000 $ 20,476,250 $ 2,503,007 $ - $ 3,944,878 $ - $ 86,271,135 11.46% $ 3,950.14 2014 $ 52,955,000 $ 26,052,688 $ 2,844,049 $ - $ 4,569,370 $ 20,000 $ 86,441,107 11.91% $ 3,795 2013 $ 56,233,678 $ 27,732,124 $ 1,379,633 $ 1,671,322 $ 5,181,638 $ 12,507 $ 92,210,902 13.49% $ 4,047 2012 $ 53,710,000 $ 29,411,562 $ 860,400 $ 1,790,000 $ 5,782,025 $ 23,840 $ 91,577,827 12.96% $ 3,988 2011 $ 57,875,000 $ 15,351,000 $ 776,135 $ 1,935,000 $ 6,370,864 $ - $ 82,307,999 11.73% $ 3,614 2010 $ 62,015,000 $ 3,855,000 $ 1,388,312 $ 2,080,000 $ 6,948,482 $ - $ 76,286,794 10.87% $ 3,348 2009 $ 65,815,000 $ - $ 2,132,323 $ 2,225,000 $ 7,515,192 $ - $ 77,687,515 10.74% $ 3,306 2008 $ 69,315,350 $ - $ 1,877,460 $ 2,479,650 $ 8,071,301 $ - $ 81,743,761 11.50% $ 3,497 2007 $ 65,328,875 $ - $ 1,641,615 $ 2,801,265 $ 8,617,107 $ - $ 78,388,862 11.22% $ 3,306 2006 $ 50,225,250 $ - $ 972,679 $ 3,125,030 $ 8,801,179 $ - $ 63,124,138 9.51% $ 2,708
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 179 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND
Ratios of General Bonded Debt Outstanding Last Ten Fiscal Years (unaudited)
(a) Percentage of Estimated General Notes and Actual Fiscal Obligation Loan Taxable Per Year Bonds Payable Total Value of Property Capita
2015 $ 59,347,000 $ 20,476,250 $ 79,823,250 1.33% $ 3,655 2014 $ 52,955,000 $ 26,052,688 $ 79,007,688 1.33% $ 3,469 2013 $ 56,233,678 $ 27,732,124 $ 83,965,802 1.43% $ 3,685 2012 $ 53,710,000 $ 29,411,562 $ 83,121,562 1.34% $ 3,619 2011 $ 57,875,000 $ 15,351,000 $ 73,226,000 1.18% $ 3,215 2010 $ 62,015,000 $ 3,855,000 $ 65,870,000 1.07% $ 2,891 2009 $ 65,815,000 $ - $ 65,815,000 1.01% $ 2,801 2008 $ 69,315,350 $ - $ 69,315,350 1.08% $ 2,965 2007 $ 65,328,875 $ - $ 65,328,875 1.02% $ 2,748 2006 $ 50,225,250 $ - $ 50,225,250 1.06% $ 2,155
Source: Finance Department , Westerly, Rhode Island (a) - Total taxable assessed value
Page 180 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Legal Debt Margin Information Last Ten Years (unaudited)
For the Fiscal Year Ended June 30, 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Total assessed value $ 4,675,332,990 $ 4,727,836,433 $ 6,332,051,822 $ 6,421,889,238 $ 6,490,395,643 $ 6,145,009,748 $ 6,223,505,043 $ 5,887,264,189 $ 5,936,880,732 $ 5,989,385,500
Debt Limit (1) $ 140,259,990 $ 141,835,093 $ 189,961,555 $ 192,656,677 $ 194,711,869 $ 184,350,292 $ 186,705,151 $ 176,617,926 $ 178,106,421 $ 179,681,565
Amount of Debt Subject to Limit $ 50,255,250 $ 64,328,875 $ 34,079,661 $ 32,537,459 $ 34,785,328 $ 57,013,711 $ 34,592,621 $ 32,446,768 $ 29,787,516 $ 29,787,516
Legal Debt Margin $ 90,004,740 $ 77,506,218 $ 155,881,894 $ 160,119,218 $ 159,926,541 $ 127,336,581 $ 152,112,530 $ 144,171,158 $ 148,318,905 $ 149,894,049
Legal Debt Margin as a Percentage of the Debt Limit 64.17% 54.65% 82.06% 83.11% 82.13% 69.07% 81.47% 81.63% 83.28% 83.42%
Source: Finance Department, Westerly, Rhode Island
(1) The Town's legal debt margin as set forth by Rhode Island State Statute is limited to three percent of total taxable assessed value
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 181 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND
Demographic and Economic Statistics Last Ten Years (unaudited)
Per Capita Personal Education Level Fiscal Year Population Income Median Age in Years of Schooling School Enrollment Unemployment
2015 21,840 $ 34,478.00 39 12 2997 6.8 2014 22,775 $ 31,881.00 39 12 2996 7.3 2013 22,787 $ 30,005.00 39 12 3037 8.0 2012 22,966 $ 30,777.00 39 12 3021 10.8 2011 22,774 $ 30,807.00 39 12 3079 9.2 2010 22,787 $ 30,807.00 39 12 3021 8.9 2009 23,500 $ 30,777.00 38 12 3180 9.1 2008 23,377 $ 30,415.00 38 12 3301 7.0 2007 23,408 $ 29,850.00 37 12 3408 4.3 2006 23,318 $ 28,466.00 37 12 3489 4.6
Page 182 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Principal Employers Current (unaudited)
2015
Employer Employees Rank
Westerly Hospital 638 1 Washington Trust Company 311 2 Wal-Mart 280 3
Darlington Fabrics 220 4 Ocean House 200 5 McQuades Market 110 6 Home Depot 100 7 Stop & Shop 96 8 AGFA Healthcare 65 9 Weekapaug Inn 50 10
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 183 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Full-Time Equivalent Town Government Employees by Function/Program (unaudited)
For the Fiscal Year Ended June 30, 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
General Government Town Council 7 7 7 7 7 7 7 7 7 7 Town Manager 1 1 1 1 1 1 1 1 1 1 Town Solicitor 4 4 4 4 4 4 4 4 4 4 Canvassing 2 2 2 2 2 2 2 2 2 2 Finance 9 9 9 9 9 10 10 10 10 10 City Clerk 7 7 5 5 5 5 5 5 6 6 Planning 4 4 4 4 4 4 4 4 4 4 Assessment 5 5 5 5 5 5 6 6 6 6 Other 16 16 16 16 16 16 16 16 15 15
Public Safety Sworn Officers 50 50 48 50 50 50 50 51 51 51 Support 11 11 12 12 12 12 12 12 12 12
Public Health Public Works 45 45 43 43 43 44 44 44 44 44 Water & Sewer 28 29 29 29 29 30 30 30 30 30
Public Welfare Recreation 2 2 1 1 1 1 1 2 2 2
Public Education Teachers 302 310 307.2 304 302 300 312 340 336 334 Pupil Support 234 233 235 208 208 191 207 251 255 259 Administration 38 34 38.28 37 37 37 37 41 37 37
Page 184 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Operating Indicators by Function/Program (unaudited)
For the Fiscal Year Ended June 30, 2015 2014 2013 (Revised) 2012 2011 2010 2009 2008 2007 2006 General Government Marriage Licenses Issued 185 212 212 178 185 196 183 202 182 203 Death Certificates Recorded 368 287 325 310 304 334 341 376 340 363 Land Records Recorded 5,450 6,302 7,162 6,559 5,237 6,670 6,959 6,271 6,516 8,322 Registered Voters 17,224 17,729 17,422 16,724 16,528 16,381 16,440 16,475 14,544 15,681 Elections & Referenda's 2 1 2 1 1 1 1 1 1 1
Planning & Development Building Permits Issued 1,984 2,482 976 693 779 762 750 838 1,021 1,103 Cost of Construction 47,232,404 52,404,978 40,874,909 32,886,917 41,182,654 42,232,171 40,464,863 91,828,233 80,837,894 72,498,608
Police Arrest 1,198 1,061 972 997 1,015 1,037 1,236 1,008 1,038 1,121 Parking Violations 1,860 1,196 1,223 1,232 1500+/- n/a n/a n/a n/a n/a Calls for Service 30,948 28,825 30,139 27,355 28,000+/- n/a n/a n/a n/a n/a
Public Works Street Resurfacing (miles) 6 7 7 7 n/a n/a n/a n/a n/a n/a Transfer station refuse (tons) 12,692 13,383 11,881 18,251 16,324 18,182 17,581 25,353 26,497 28,148 Transfer station recyclables (tons) 4,343 4,159 3,739 3,528 3,200 3,632 3,590 3,829 3,996 3,954
Parks & Recreation Programs Offered 63 61 61 63 59 n/a n/a n/a n/a n/a Beach Passes Issued 2,552 2,454 2,061 2,206 2,042 1,941 1,849 1,865 1,875 2,066
Education Number of Students 2,936 2,986 2,977 3,021 3,079 3,021 3,180 3,301 3,408 3,489
Water New Connections 76 86 46 49 53 64 60 110 237 144 Water Main Breaks 38 18 17 25 22 17 28 23 34 17 Avg daily consumption (thousands of gallons) 3,287 3,440 3,321 3,297 3,427 3,298 3,867 3,418 3,350 3,434
Sewer Average daily treatment (thousands of gallons) 2,060 2,227 2,120 2,020 2,250 2,520 2,670 2,390 2,410 2,850 Sewer treatment capacity (thousands of gallons) 3,300 3,300 3,300 3,300 3,300 3,300 3,300 3,300 3,300 3,300
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 185 Appendices: Statistical Tables
TOWN OF WESTERLY, RHODE ISLAND Capital Asset Statistics by Function/Program (unaudited)
For the Fiscal Year Ended June 30, Function/Program 2015 2014 2013 2012 2011 2010 2009 2008 2007 2006
Police Stations 1 1 1 1 1 1 1 1 1 1 Patrol Units 47 46 46 46 43 43 41 41 41 42
Fire Fire Prevention is covered by five separate self-taxing Fire Districts
Public Works Streets (miles) 156 145 145 145 145 143 143 141 141 141 Street Lights 3152 3150 3150 3150 3,150 3,150 3,148 3,146 3,144 3,143 Register Vehicles 107 103 103 103 99 95 93 93 93 93
Parks & Recreation Acreage 85 85 85 85 85 85 85 85 85 85 Parks & Playing Fields 6 6 6 6 6 6 6 6 6 6 Beaches 2 2 2 2 2 2 2 2 2 2 Community Centers 1 1 1 1 1 1 0 0 0 0 Senior Centers 1 1 1 1 1 1 1 1 1 1 Marina 1 1 1 1 1 1 1 1 1 1 Town Forest 54 Acres 1 1 1 1 1 1 1 1 1 1
Public Libraries Libraries 1 1 1 1 1 1 1 1 1 1
Schools Elementary Schools 4 4 4 4 4 4 4 5 5 5 Middle Schools 1 1 1 1 1 1 1 1 1 1 High Schools 1 1 1 1 1 1 1 1 1 1 School Buses 48 43 49 49 49 49 46 38 30 22
Water Water Mains (miles) 207 207 207 207 207 206 206 206 202 202 Fire Hydrants 1091 1091 1085 1085 1085 1064 1047 1037 1023 1004
Sewer Sanitary Sewers (miles) 61 61 61 61 61 61 61 n/a n/a n/a Storm sewers (miles) 65 65 65 65 65 65 65 65 65 65 Treatment capacity (thousand gallons) 3300 3300 3300 3300 3300 3300 3300 3300 3300 3300
Source: Town capital asset records and various Town Departments
Page 186 Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
Purchased Professional & Tech Services
53101 Administrative support Administrative support services in support of the various policymaking and managerial activities of the district
53102 Temporary clerical support Temporary clerical support services in support of various policymaking and managerial activities of the district
53201 Diagnosticians Contracted diagnostic services 53202 Speech therapist Contracted speech therapist services
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 187 Appendices: Glossary of Terms and Uniform Chart of Accounts
53203 Occupational therapist Contracted occupational therapist services
53204 Therapists Contracted recreational and other therapist services, other than physical therapists (use 53211 for physical therapists)
53205 Psychologists Contracted psychologist services
53206 Audiologist Contracted audiologist services
53207 Interpreters/job coach Contracted interpreter services
53208 Orientation and mobility specialists Contracted special education related, and orientation and mobility specialist
53209 Bus assistants/monitors Contracted bus assistants and monitors 53210 Performing arts/music therapy Contracted specialists in performing arts
53211 Physical therapist Contracted physical therapists services
53212 Payment for services volunteers Payments made to volunteers for specified services not otherwise provided in the 53200 accounts 53213 Evaluations-clinical Contracted evaluations services for students and teachers
53214 Mentoring Contracted mentoring services for teachers
53215 Ged testing Contracted GED testing services
53216 Tutoring services Contracted tutoring services 53218 Student assistance Contracted student assistance service & scholarships awards paid to students 53220 Other purchased educational Services Contracted services not otherwise associated with other account
53221 Virtual high school Fees paid to third party vendors for “virtual classrooms” that provide instructional programs via the internet
53301 Prof Dev & training services Professional development services supporting the professional development & training of district personnel
53302 Curriculum development Activities designed to aid in developing curriculum, preparing & utilizing special curriculum materials
53303 Conferences/workshops Activities designed to aid and to contribute to the professional competence of employees while attending conferences or workshops Includes costs associated with off-site meetings such as food, audio visual rentals, room rentals, etc.
53401 Auditing/actuarial services Auditor or public examiner for services rendered in examining and reporting on the financial affairs of a district
53402 Legal services Legal professionals under contract
53403 Athletic trainer health services Professionals providing health & wellness service to student athletes
Page 188 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
53404 Compliance Professionals under contract to determine compliance with regulations, laws, etc.
53405 Private pension advisors Professional consulting services provided by third-party companies related specifically to private pension plans maintained by the district on behalf of employees
53406 Other services Professional services such as architectural, engineering, medical, financial advisory, bank service, management consultants, insurance/casualty consultants, educational consultants, and related services
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 189 Appendices: Glossary of Terms and Uniform Chart of Accounts
53409 Negotiations/arbitration Legal negotiations and arbitration services rendered to support the operation of the district 53410 Police and fire details Activities concerned with maintaining order and safety at all times in school buildings, and on school grounds and their vicinity Including police activities for school functions and traffic control
53411 Physicians Professional medical services that support the operation of the district 53412 Dentist Professional dentistry services that support the operation of the district 53414 Medicaid claims provider Administrative services that support the operation of the district's Medicaid claims function (UMASS) 53416 Officials/referees Professional officials and referee services that support the operation of the district
53417 Nurses-contracted Professional nursing services that support the operation of the district 53502 Other tech Services Technical services other than data processing related services Examples: AESOP & School Spring 53503 Testing supplies Technical services provided in designing, creating, providing, evaluating or grading tests
53705 Postage Shipping charges such as FedEx, DHL, USPS etc. 53706 Catering food reimbursement Catering fees, charges associated with district activities and reimbursements to employees for food purchased for events
54201 Disposal services Contractual disposal services Includes the cost of renting dumpsters, disposal of hazardous chemicals, & disposal of medical waste 54202 Snow plowing services Contracted snow plowing services
54203 Custodial services Contracted janitorial & custodial services
54204 Grounds keeping services Contracted services for cleaning, maintaining, & repairing grounds
54205 Rodent/pest control Contracted services for rodent & pest control
54206 Cleaning services Contracted services for cleaning
54310 Non-tech Related repairs Cost for upkeep of buildings & non-technology equipment Includes hiring a carpenter to repair or replace damaged flooring or a roofer to repair a leaky roof
54311 Maintenance and repairs/ furniture and Expenditures for maintenance, repair, recondition, or overhaul equipment of all school owned furniture, fixtures or general equipment and supplies that are provided by third party contractors pursuant to contracted services and service agreements or one-time events with no on-going obligations
Page 190 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
54312 Maintenance and repairs/general Contracted services and service agreements that authorize a third party contractor or vendor to perform maintenance, repair, and custodial services. Also includes rental of equipment used by third party contractors in conjunction with contracted service and service agreements
54313 Maintenance and repairs/non-student Expenditures for repairs and maintenance services for non- transportation vehicles student transportation vehicles and supplies that are provided by third party contractors pursuant to contracted services and service agreements
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 191 Appendices: Glossary of Terms and Uniform Chart of Accounts
54314 Maintenance and repairs/student Expenditures for repairs and maintenance service for student transportation vehicles transportation vehicles and supplies that are provided by third party contractors pursuant to contracted services and service agreements or one-time events with no on-going obligations
54320 Maintenance and repairs/technology- Expenditures for repairs & maintenance, services for related hardware technology hardware provided by 3rd party contractors pursuant to contracted services & service agreements or one- time events
54321 Maintenance and repairs/electrical Expenditures for repairs and maintenance services for electrical devices and supplies that are provided by third party contractors pursuant to contracted services and services agreements, or onetime events with no ongoing obligations
54322 R & M HVAC Expenditures for repairs & maintenance services for heating & air conditioning devises & supplies that are provided by third party contractors
54323 R & M Glass Expenditures for repairs & maintenance services for glass & glass supplies that are provided by third party contractors
54324 R & M Plumbing Expenditures for repairs & maintenance services for plumbing services & supplies that are provided by third party contractors
54325 R & M Vandalism Expenditures for repairs & maintenance services for vandalism of district property or assets that are provided by third party contractors
54402 Water/sewer Expenditures to a utility company for water services
54403 Telephone Services provided by persons or businesses to assist in transmitting & receiving messages or information Includes telephone, voice communication services
54406 Wireless (cell phone) Expenditures to an outside company for wireless communications
54407 Internet Expenditures to an outside company for internet connectivity throughout the district Includes RINET
54601 Rental land and buildings Expenditures for leasing or renting land and buildings for both temporary and long term use by district
54602 Rental of equipment & vehicles Expenditures for leasing or renting equipment or vehicles for both temporary and long-term use by the district 54603 Leasing of equipment Budgeting strategy for technology equipment 54604 Graduation rentals Expenditures for leasing or renting supplies and related equipment for graduation activities and ceremonies
54606 Pool rental Expenditures for leasing or renting swimming pool and related supplies and equipment
Page 192 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
54607 Golf course rental Expenditures for leasing or renting golf courses and related supplies and equipment
54608 Uniform rental Expenditures for renting uniforms
54901 Other purchased property services Other services purchased related to property services not otherwise included in the 54900 account series
54902 Alarm & fire safety services Expenditures for alarm and fire safety services and related supplies and equipment
54903 Moving and rigging Expenditures for moving and rigging services and related supplies and equipment
54904 Vehicle registration (non student Expenditures for vehicle registration for non-student transportation vehicles) transportation vehicles
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 193 Appendices: Glossary of Terms and Uniform Chart of Accounts
Other purchased services
55100 Field trips Student transportation services -expenditures for transporting children to and from school and other school-related activities such as athletic events, field trips, etc.
55110 Student transportation purchased from Amounts paid to other school districts within the state for another carrier within the state transporting children to and from school and school related events Expenditures for the rental of buses that are operated by personnel on the district payroll are recorded not here but under acct #54602
55111 Field trip account Third party entities that, pursuant to a contract, transport pupils to and from school and other school related activities, such as athletic events, field trips etc.
55121 Vehicle registration (buses) Expenditures for vehicle registration for student transportation vehicles
55201 Property/liability insurance Insurance coverage in accordance with requirements of statutes which include the following types: general liability, civil rights/personal injury, malpractice, property liability, auto liability, and surety bonds
55401 Advertising costs Expenditures for announcements in professional publications, newspapers, or broadcasts over radio & television
55501 Printing Expenditures for job printing, usually according to specifications of the district
55610 Tuition to other school districts Tuition paid to other school districts within the state
55630 Tuition to private sources Tuition paid to private schools
55640 Tuition to educational service Tuition paid to agencies such as regional education service centers for educational services to students
55650 Out of state tuition Tuition paid to agencies such as regional educational service centers for educational services to students 55660 Tuition to charter schools Tuition paid to charter schools for services provided in accordance with the established charter for that school
55690 Tuition/other Tuition paid to the state and other governmental organizations as reimbursement for providing specialized instructional services to students residing within the boundaries of the paying district
55701 Food service management Expenditures for the operation of a local food service facility by other than employees of the district Included are contracted services, such as food preparation, associated with the food service operation
Page 194 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
55803 Employee travel Non-teachers- necessary and legal travel for district employees other than teachers and direct instructional personnel in accordance with state and local policy and regulations
55806 Bus drivers in-service training Cost of all required bus driver's training
55809 Employee travel/teachers Necessary and legal travel for teacher’s and direct instructional personnel in accordance with state and local policy and regulations
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55930 Other contract services Interagency - goods and services purchased from the collaborative should be recorded in the specific object accounts which correspond to the goods and services purchases
56101 General supplies and materials Expenditures for supplies and materials for the operation of a district or classroom Includes such items as student planners/agendas provided by the district
56110 Testing supplies Teachers testing books
56112 Uniform supplies Expenditures for non-athletic uniforms and wearing apparel supplies for the operation of a district Includes custodial uniforms
56113 Graduation supplies Expenditures for graduation ceremony 56115 Medical supplies Expenditures for medical supplies for the operation of a district Includes athletic medical supplies
56117 Honors/awards supplies For graduation
56201 Natural gas Expenditures for natural gas & utility services from a private or public company
56202 Gasoline Expenditures for gasoline purchase in bulk or periodically from a gasoline service station or supplier
56203 Diesel fuel For vehicles
56207 Vehicle maintenance supplies/parts Expenditures for maintenance supplies such as lubricants, anti- freeze, & parts from a public company, service station or supplier
56209 Fuel oil Expenditures for fuel oil & services & supplies from a private or public utility company or service station or supplier
56211 Other supplies Expenditures for other services & supplies not included in other accounts
56214 Paint Expenditures for paint & services & supplies from a public company or supplier
56215 Electricity Expenditures for electrical supplies from a public company or supplier
56216 Lumber & hardware Expenditures for lumber & hardware from a public company or supplier
56217 Plumbing & heating supplies Expenditures for plumbing & heating supplies from a public company or supplier
56218 Electrical supplies Expenditures for electrical supplies from a public company or supplier
56219 Custodial supplies Expenditures for custodial supplies from a public company or supplier
56220 Supplies snow & ice Expenditures for materials for snow & ice removal from a public company supplier Page 196 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
56221 Lamps Expenditures for materials for lights from a public company or supplier
56302 Non food/food service Non-food supply items used in conjunction with a school food service program 56401 Text books Expenditures for textbooks & workbooks for district students in grade prek-12 also includes textbooks used for summer school
56402 Library books Expenditures for library books
56403 Reference books Expenditures for reference books
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56404 Subscriptions and periodicals Expenditures for periodicals and subscriptions Includes printed and hard media materials only that are purchased Excludes web-based software used by libraries – use 56407
56405 Book repairs Expenditures for book repairs
56406 Textbooks - non public Costs associated with textbooks that are required to be purchased by a district and provided to students and others outside the district
56407 Web-based software and databases Expenditures for web-based software and databases for use in or through the library related to student or teacher would use This account does not include software used to perform basic library functions
56501 Technology-related Expenditures for computer hardware and software supplies Supplies for the operation of a district Supplies would include small storage devices such as diskettes and memory sticks, cables, keyboards, mouse or pointing devices, monitor stands, mouse pads, etc.
57102 Land improvements Expenses for original improvement or total replacement of surface improvements, planting of trees and shrubs, sidewalks, roadways, etc.
57202 Building improvements Cost of major remodeling and related costs including complete replacement of roofs, heating and ventilation systems, electrical systems, plumbing, fire protection and other service systems for existing buildings
57305 Equipment & machinery, playground Expenditures for the initial, additional & replacement costs associated with district machinery & equipment
57306 Furniture & fixture-classroom furniture & Expenditures for the initial, additional, & replacement cost fixtures associated with district office furniture & fixtures used in the central office & classrooms
57309 Technology related hardware Expenditures for the initial, additional & replacement cost associated with district technology related hardware with a life longer than one year
57311 Technology software Expenditures for the initial costs, additional cost for new modules, replacement, maintenance and/or support agreements, & modification costs associated with district purchased tangible software
58100 Dues & fees Expenditures or assessments for membership in professional or other organizations or payments to a paying agent for services rendered
58101 Professional org Fees Fees associated with professional organizations
58102 Other dues & fees Other dues & fees paid by the district Includes nonprofessional membership dues, interscholastic league fees, entry fees for athletic events, music contest etc. Page 198 Westerly Public Schools Budget Draft: Fiscal Year 2016- 2017 Appendices: Glossary of Terms and Uniform Chart of Accounts
Westerly Public Schools Budget Draft: Fiscal Year 2016-2017 Page 199